The future is Agile, isn’t it?
Companies who find they aren’t reaping the gains of agile may have failed at the first value in the Agile Manifesto ‘individuals and interactions over processes and tools’. Agile requires radical transparency and that is underpinned by psychological safety – have you got it?
Research from Bersin uncovers a clear direction for organisation design. This once dry subject is now key to success for organisations to set themselves up for success now and in the future. That future is Agile with customer-focused teams and accountable employees.
Disconnection, resignation and collaboration: what’s your leadership challenge?
HBR suggests rethinking the Great Resignation as the Great Disconnection as 65% of workers say they feel less connected to their colleagues since the move to hybrid work and this is driving voluntary turnover. So building strong connections is key to retention.
Research finds knowledge workers now spend 42% of their time collaborating with others. That’s great for business but is leading some to ‘collaboration overload’ especially the most experienced who are called on the most. Set boundaries to make time for your own work.
The Economist reminds us that purpose is not a single thing but is deeply personal. Bain’s latest research recognises 6 ‘versions’ of purpose which motivate people in different ways. Organisations need to meet each of these definitions and not impose their single view.
Dan Rockwell, The Leadership Freak, challenges the notion that leadership is about saying no. It is about prioritising but that means you need to find the big yes which can inform your nos. Saying yes demonstrates passion and courage and inspires others to follow.
The big picture
Ageism is widespread – WHO research indicates that half of us hold ageist views. But according to the FT this is even more ill-advised because it is discrimination against our future selves. Generational labels are not helpful and don’t increase mutual understanding.
Your workplace doesn’t exist in a vacuum. Acknowledging global uncertainty and recognising the anxiety induced by events outside our control can help organisations to create a culture of psychological safety and offer proactive answers without bubble wrapping staff.