In a rapidly evolving work landscape, the challenges faced by organisations are as diverse as the workforce itself. Recently, I had the privilege of attending an enlightening online webinar on September 12th hosted by CLC (The Conscious Leadership Company), a Management Development Consultancy.
Their insights, drawn from a combination of leadership views, company objectives, and staff surveys, reveal that organisations are grappling with new challenges related to Diversity, Equity, and Inclusion (DEI) and employee well-being. The pandemic ushered in a shift towards prioritising well-being and inclusion, with leaders now grappling with whether they have swung too far in this direction without achieving concrete results. The return-to-office debate further exacerbates the situation, with many existing employees valuing the flexibility of remote work as a crucial aspect of their quality of life. This tension is giving rise to a clash of cultures within organisations.
Forward-thinking and progressive leadership understands how to influence and shape organisational culture. However, for the rest of leadership, there's a learning curve. It is well-established that motivated and valued employees tend to deliver better results. Unfortunately, in many organisations, a divisive "them versus us" culture is emerging, with the "Pale, Male, and Stale" segment being unfairly labelled as the culprits of cultural issues. This factionalisation is a clear indication of immaturity within the organisation. What is needed is open and honest communication, a collaborative effort to create a better workplace culture. Senior management must advocate for this change as they recognise that addressing past negative attitudes is no longer effective. The journey towards a fairer, more transparent, and ultimately more productive culture involves all employees because it is their collective effort that safeguards their jobs. Fostering a culture of right versus wrong only cultivates toxicity and must be avoided at all costs.
A recent survey by CLC revealed that 20% of leaders felt marginalised and hesitant to speak openly due to fear of saying the wrong thing. This situation can be resolved in two ways: First, any topic can be discussed with awareness and respect. Second, we must acknowledge that we come from different backgrounds and have different experiences. It's essential to be open to the fact that we all make mistakes as part of the learning process; what matters is the learning itself.
Implementing strategies such as Reverse Mentoring, Collaborative Working, and providing autonomy to employees are effective ways to cultivate a collaborative culture. However, there are numerous other approaches that can contribute to this goal.
One of the prevalent dilemmas in organisations today is the tension between profit and people. Senior leaders often prioritise profit, while staff members emphasise the importance of people. A thriving organisation finds a healthy balance between these priorities. In my experience, coming from a contracting background, I've been surprised by the lack of awareness among senior leaders regarding the impact of well-being on staff productivity. Utilising metrics like turnover, sickness, and productivity, it is evident that an engaged, motivated, and well-managed workforce consistently outperforms an unhappy, demotivated, and poorly managed team. This concept is straightforward, but it appears that many managers have never received formal training in staff well-being, which leads to hesitation and avoidance of the unfamiliar.
A focus on performance typically entails prioritising staff well-being, valuing employees, and helping them achieve their goals. We all aspire to excel at our jobs, and great managers are those who motivate us to perform at our best.
A recent McKinsey report on reasons for employees leaving their jobs in 2021-2022 highlights the top three factors: a lack of development opportunities, uncaring leadership, and a lack of meaningful work. Astonishingly, all these factors are within the control of managers. So why are they not being addressed? The answer may lie in the fear of the unknown. Managers may feel disenfranchised and unable to voice their concerns. While it's crucial to be mindful of how we communicate, this should not deter us from speaking up. Leaders of organisations need to be educated about this win/win approach, where well-managed and motivated employees ultimately yield higher results.
Conclusion: Successful leaders often emphasise personal development, a fact many of us overlook. In these challenging times, empathy and collaboration should be our guiding principles as we strive to achieve results and that means understanding ourselves and our own limitations in order to benefit the greater good. It’s not easy, but it’s something to strive for.
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