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Re-imagining the workplace and the individual response

Register now for our new upcoming event!

With a return to the workplace – be it hybrid, all virtual or all in person – the focus of organisations and workers will shift to how to manage this new change.

This is why we have decided to focus on this topic for our first event on ‘Re-imagining the workplace and the individual response’.

During this interactive session you are going to:

✨Collect ideas as to how the post-Covid workplace may look different.

✨Reflect on what impact this will have on the way you think and act as an individual.

✨Explore how this shift may impact leadership and learning approaches.

✨Share experience and creative insights with fellow professionals across organizational and geographical boundaries.

As part of this journey, we will interview live Dr Marc Kahn – a people, organisation and strategy leader, professor and author. Marc is also a Chartered Business Coach and a Clinical Psychologist.

Register at this link: https://lnkd.in/dHPAWGT

Leadership

Attracting and retaining young professionals by tapping into what really drives them

I have recently been involved in a development path for young graduates (ages 23-26) helping them to identify what drives them in terms of their motivation and how they can use this awareness to communicate their personal brand in job interviews.

The work started with the first lockdown in 2020 and it is still ongoing using the diagnostic questionnaire Motivational Maps as a practical way of understanding their motivational drivers. 

Aggregating the results for the 50 young graduates that have gone through the process so far, what emerges is that:

  1. Their motivation comes from achieving their full potential – seeing the steps they’re making to achieve what they aspire to become 
  2. Out of 9 motivational factors, their top 3 drivers are 1) purpose, 2) learning orientation and 3) creativity
  3. Their overall change index score – ie the extent to which they are receptive to change -is 65 out of 100, meaning that they show a higher than average positive attitude to change and are quite risk-friendly

Looking at these aggregate results, we can make some connections with what organisations may need to bear in mind to attract and, later, retain such talents in the unpredictable times ahead. When I refer to organisations I will use an inclusive ‘we’ as I am in the same situation of understanding how to adapt past approaches to better attract and retain talent that will enable our own company to grow.

Motivational driver 1: purpose

Being driven by purpose means doing things that are valuable for their own sake. A task, an activity or a choice to be made needs to have an intrinsic value and be significant in its own right. This can result in a constant search for ‘something better’, such as a cause, that does not exist now.

Implications for organisations: if the quest for meaning creates an insatiable curiosity, a real need to see the bigger picture… 

Why don’t we make a conscious effort to explain the ‘why’ of projects, tasks, activities that we assign rather than just the ‘what’ or the ‘how’? 

Why don’t we make a greater effort to provide regular feedback – especially positive appreciation to show the real impact they are having on those around them?

Why don’t we ensure we allocate some customer-facing roles as that feeds the desire to make the difference?

Motivational driver 2: learning orientation

Being driven by learning, on the other hand, means owning and showing mastery of a subject. Having the opportunity to specialize in a field and teaching it to others is highly rewarding. 

Implications for organisations: if the quest for expertise creates a real search for mastery… 

Why don’t we make sure we have an excellent induction program in place?

Why don’t we enable these young professionals to be in positions in which they can share their learning experiences and cascade them or pass on their social media skills to the older generation?

Why don’t we select high-quality online packages around technical, interpersonal and managerial skills to enable them to keep on learning?

Motivational driver 3: creativity

Being driven by creativity means looking for innovation, cutting-edge solutions and being able to perform at one’s best by having new problems to solve and challenges to overcome. Bringing into existence what wasn’t there before is the essence of this motivational driver. 

Implications for organisations: if the quest for creativity creates a real search for newness…

Why don’t we assign to these young professionals business areas in which a fresh perspective is needed?

Why don’t we offer truly innovative development opportunities?

Why don’t we create working spaces with colour, rhythm, nature, light to create a stimulating environment?

There are thousands of ways of attracting and retaining young professionals in our organisations. The great opportunity now as we get ready to transition to a blend of f2f and remote working is to do this by first understanding what they find truly energizing rather than assuming that they need what we believe they are looking for.

Join the discussion on this post on Linkedin: https://www.linkedin.com/pulse/attracting-retaining-young-professionals-tapping-what-crestani-1e/
Leadership

WHEN CARING BECOMES TOO MUCH

To support performance, leaders need to balance a focus on ‘daring’ (goal setting, performance management, accountability) with ‘caring’ (psychological safety, empathy and active listening). But what about when ‘caring’ becomes too much?

Here are 2 examples from real conversations that I had recently with leaders:
LEADER 1: has made himself so ‘available’ to the team emotionally and personally that he found himself taking calls at all times of the day and weekend. This is having extreme costs on his energy levels, and a sense of work-life balance.

LEADER 2: has received negative feedback that team-members are feeling smothered by her concerns for their welfare experienced in daily check-ups and un-solicited support with stakeholder management.

According to concepts of secure-based leadership the added value of ‘caring’ is that it supports the psychological safety to ‘dare’. But as our conversations show, if you overdo ‘caring’ – or the wrong kind of ‘caring’ – you can create emotional dependency in some team-members and a feeling of micro-management in others.

What is your learning about how to get the balance right?

Join the discussion on this post on Linkedin: https://www.linkedin.com/posts/nigel-ewington-2b07835_leadership-mentalhealthawareness-leadershipdevelopment-activity-6776147920547811328-FI0X
News

CREATING NEW PARTNERSHIPS

We have taken steps towards the post-Covid era by establishing partnerships with like-minded institutions.

With 50 years experience in the business, ISTUD Business School specializes in #leadershiptraining and research.

Following a year of major changes and disruption, stimulating #newconnections, perspectives & options has become ever more relevant.

TCO International does this also through setting up key partnerships.

Stay tuned to see what is to come! #humanresources #learninganddevelopment #ceo #teamdevelopment #collaborativework #postcovid19 #newwayofworking

News

WHEN STRANGERS COME TOGETHER…

Yesterday afternoon we partnered with HSBC for our second collaboration web workshop on the theme of growing talent across global boundaries.

We looked at 4 individual challenges brought to the group by a young talent, a head of alliances, a QHSE director and talent manager.

We used our ‘solidarity process’ which puts the challenge owners with 5 challenge helpers in virtual rooms to work systematically through 5 carefully crafted stages.

The session got the best out of a diverse group. Important insights were gained by the challenge owners in just 35 minutes of conversation with complete strangers.

Trust was built, owners felt understood and helped; helpers felt they had genuinely been useful and well, helpful… (never under-estimate people’s desire to be helpful).

Want to know how to build trust, rethink solutions to big challenges, and use the power of diversity? Message us to experience this in YOUR organization.

Thank you to all the participants and organisers involved! Loredana Ablondi Nick Allen Fabiola Felici Ervin Metko Marion Kaehlke Seiji Nakano Nicola Tornaletti Kasia Lanucha Ian Balfour Kim Ludwig Jack Middleton Louise Tredennick #teamleader #hrmanager #leadershipdevelopment #newwayofworking #collectiveintelligence

Follow the discussion on Linkedin: https://www.linkedin.com/feed/update/urn:li:activity:6730493681918324736

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