Being the leader of people is an honor. The leader must ask every day, “Am I worthy of discharging my responsibility? Do I have what it takes to lead them today?” That means doing these 4 tasks without fail.
Anyone, anywhere, anytime is the new approach to work. Work can be sliced, diced and distributed across the globe based on skill and cost. Work can be done by people any time, across time zones. The workspace is anywhere. That also means that jobs are no longer what they used to be. They don’t come with a lifetime warranty any more.
The digital shifts place a premium on innovation and speed. Creating small prototypes and testing them with consumers will help organizations move faster than their competition. This needs a very fundamental change in the way we view failure and innovation. We still hide our failures and feel ashamed. The Digital Tsunami will change how we view failure.
Do only the poor work for money? After all, I have seen even the highest paid employees bargain with clenched teeth about an amount that would be less than a percentage of their earning. When someone says, “It is not about the money, it is the principle of the thing that I care about”. You can bet that it is indeed only about the money. Or are we missing the point?
Stress is a silent killer. But you know that. What you don’t know is how almost half the workforce is suffering from its ill effects. Loneliness is the biggest curse of the contemporary India. The pressure to find employment drives people to uproot themselves from their friends and family. That takes away the biggest mental safety-net one could have. Software engineers have often said that they dread weekends because they have no friends in the city where they are now working. Hanging around in malls is a poor substitute.
Loneliness is a curse – but how is it killing the workplace? Read on…
A rating of the employees’ health could legitimately be part of a company’s balance sheet. It fits in well with the philosophy of sustainability. Obesity and tobacco usage has been also shown to impact productivity. Knowing that one company has a healthier workforce than its competitors could be a competitive advantage. Investors may also benefit from knowing about the mental health and well-being of a firm’s employees. Occupational health psychologists will point out that stress free employees are less likely to make errors in certain jobs. Does the employer have the right to track the data related to employees’ health and wellness?
In BCG’s list of 50 most innovative companies of 2015, auto companies like Toyota, BMW, Daimler and Tesla compete with Apple, Google, Microsoft and Amazon for the top spots. Technology-enabled innovation cuts across industries. So suddenly tech talent has choice of joining any company they choose to.
I am a little wary of the lists that periodically announce the best places to work. It creates the illusion in the minds of many that if only they could wrangle a job offer with one of those employers they would be happy. The pictures of smiling employees sliding down multi-colored slides in the office and chomping free food can be a great draw. Does getting a job in such […]
I remember meeting someone from the fashion industry who had explained to me the many shades of black that she could differentiate. All through that flight, my co-passenger educated me about the different shades — carbon black, ebony, charcoal black and outer space black, to name a few. The specialist can see the subtle differences while a novice like me would describe all of them as ‘black’. Maybe the same goes for the people agenda.
When a crisis of trust hits the organization, the public relations machinery swings into top gear and tries to tame the media before they go on a rampage. In this mayhem, it is easy to forget that the bruises and dents also affect the employer brand. The most valuable employees of the organization may worry about future prospects and jump ship. Potential candidates may think harder before joining the firm. I was with a food and beverage company during such a controversy. That crisis taught me powerful lessons on how to protect the employer brand during a crisis. Leaders need to address this from two perspectives – the head and the heart.