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In the last session we raised the issue of making the post-retrenchment organization more efficient. And reducing the de-motivators. Of the three sources of de-motivation, environment and aspirations are important here. First develop and communicate your vision of how the organization can be better. In telling your people this it is critical you state the …
The volume and speed of data coming at us, every day, is phenomenal and just getting bigger. A few weeks ago I started doing a series of interviews with senior HR people from around the world. Initially I though it was going to be research for a chapter in the next book. It looks like …
Continue reading “HR Conversations on the future of work – 1”
In tough economic times many companies have to streamline and retrench staff. I have never met a manager who enjoyed doing that. They are focused on how to select and how to tell people. Concern for the well-being of the people they release and carrying out the process in a human, sensitive manner is uppermost …
In previous articles, I talked about freeing up more of your time. Allowing yourself to be more strategic and think and plan for the future. This requires some delegation skills. It requires you to examine your daily tasks and figure out how you can teach members of your team to do them as part of …
Continue reading “Solving Problems is NOT the Job of a Leader”
As those of us living in Singapore know, you can reclaim it. And you can do the same with time. In an earlier article I talked about the frequent habit of managers being the “expert problem solver” to their people. This is one of the two big time wasters for a manager. When you solve all the …
Continue reading “They’re not making any more land, or are they?”