The young are often perceived as crusaders for a better, cleaner, fairer way of doing business, and there is some evidence that this folk wisdom on youthful idealism is correct. A recent analysis by Pew found that the younger the person, the more likely they are to support clean energy and environmental protections.
Culture: it is the foundation of all great organizations, and the lowest common denominator of performance. Your company’s culture can attract and retain the best employees, or send the best away. Your culture can encourage innovation, opportunity-hunting and responsiveness, or it can encourage employees to simply show up and not make a difference.
Gary Hamel, in his weekly WSJ.com blog, writes about the Facebook generation and ways fortune Fortune 500 companies aren't prepared to deal with this new crop of workers.
I was in the mall this week (bad idea). A large Santa’s village, complete with Santa and his minion of elves, was dwarfed by the queue of kids waiting to sit on Santa’s lap to share what they wanted for the holiday. I remember (years ago!) bringing my three kids to visit Santa and how their imaginations went wild on the ride to his artificial North Pole. They imposed no restrictions on what they dreamed about or felt they could ask for. In their minds, the sky was the limit; everything was a possibility. They had true limitless opportunity thinking ...
When I speak with managers, especially senior-level managers, a common complaint I hear is, "How can I get my team to make more decisions on its own?" It's a good question and one all managers need to spend time answering. If too many decisions — especially on relatively small things — are made by the manager, the manager becomes a bottleneck and teams become less effective. So how do you teach people to make more and better decisions? Here are four ways to do it:
Managers have enormous impact on people performance both positive and negative. However, there are too many examples of the negative impact that bad managers have on people and performance for us to ignore it the way we do. And we do ignore it. Too many organizations react first to poor performance by blaming the employee and seeking solutions to "fix" them. Companies should spend most of that energy fixing management.
You have probably seen Ghostbusters a number of times without realizing how some of the principles in the film can be applied to management. Well they can – and here they are. All you managers, it's time to take your cues from Peter, Raymond, Egon and Louis.
There are specific employee groups that learning professionals have come to assume don't need training -- or, if these groups do need training, training teams needn't offer them many training opportunities, if any at all. And yet other groups in organizations receive training consistently. Many companies regularly implement training for customer service, sales, and operations functions, but rarely do the same for marketing, finance, and engineering employees.
At a time where most organizations have employees doing more with less, employees’ days are already filled. Though busy employees may handle today’s responsibilities, unless they are constantly learning and growing, they won’t be ready to handle a constantly changing workplace and changing performance demands.
Headline news scandals that include preventable employee behavior — case in point, News Corporation — are always helpful for justifying training budgets. Even if your work is far from the publishing industry, hedge fund or media arena, the very public closing of a business unit certainly supports the case for skill and knowledge reinforcement on ethics. This is one of those topics where sending out a policy may satisfy some internal, or external, compliance requirement but is unlikely to fill a training need.