There is some great content here, but then there should be in a 128 slide deck! This is not to be presented, but read. And thought about.
Look at how this information is communicated.
Performance on this in the private sector is often poor.
Performance in public and third sectors is usually worse, in my experience, because the disconnect between espoused values and reality is often wider.
In very small businesses it is not a big issue. But as things scale up, as middle managers and team leaders start to appear this type of issue can become ‘make or break’.
Everyone is clear on what works at Netflix. Employees, customers and shareholders.
- How do you communicate about culture?
- Do words and actions match up in your organisation?
- What can you do to improve things?
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This is the title of an interesting post by Adrian Ashton over at Social Enterprise.
Adrian cites major problems with both pay and prospects with 60% of those working in the sector expecting to leave it within the next 5 years.
there are various strategies and policies around how social enterprise is going to save the world, but in all the hype and excitement we must be careful to remember that it can only do so if our people feel valued in doing so and we can retain them for the journey.
So social enterprises must join the ‘War for Talent‘.
At the heart of talent acquisition and retention is a single, simple question. What is our winning Employee Value Proposition (EVP)? What value can we offer employees that means they will join us, stay and develop their impact?
And this is where the social enterprise sector has a potential significant advantage over many for profits. But an advantage that many social enterprises squander.
A social enterprise can offer meaning, purpose, authenticity (the chance to do what I am ‘meant’ to be doing, to express who I really am through my contribution – to do ‘good’ work) and impact. It is not about pursuing profits but pursuing social justice. About building a better world. Make sure that you build this into your EVP and there will be no problem retaining top people – even if you are not paying top dollar.
But I see many social enterprises lose sight of their purpose. They become more interested in writing finding applications than in the pursuit of social justice. They will do whatever the funders ask them to – even if this makes them dependent and compliant. Working in the best interests of the funder rather than in the best interests of those whom they are meant to serve.
If social enterprise is to have a future then managers and leaders in the sector must learn how to:
- put the mission above managerialism
- establish a balance between the demands of funders and the best interests of those whom they serve
- give EVERY employee the chance to talk openly, honestly and regularly about what matters to them and how their role can be made more fulfilling
They need to become Progressive Managers.
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This TED video by Dan Pink provides some lovely support for the PMN approach to management. 18 minutes or so.
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I often meet managers who are obsessed with plans and performance. As a result they tend to focus on deviance. Things that go wrong, that don’t meet the plan.
As a result they find it hard to see and acknowledge the good stuff. The vast majority of their feedback is about problems and they fail to acknowledge or even see the good work that is done every day.
If you need convincing that you only see what you are looking for try this video for size.
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Find yourself half an hour and wathc ths wonderful video to learn about leadership from conductor Itay Talgam.
Looks at various conducting styles and teaches profoundly while entertaining!
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Filed under: communication, creativity, culture, leadership, management, passion, performance improvement, performance management | Tagged: creativity, culture, high performing teams, Inspiration, leadership, learning, management, performance improvement, performance management | Leave a comment »