Business and people in the 21st century
To change the world, change work: Bringing the human element back into management isn’t some feel-good, idealistic goal; it’s a financial imperative. The new industrial revolution is automating labor-intensive processes the same way for all companies. So what will your competitive differentiator be? More than ever: your employees. You had better make sure that they love their job! And, believe it or not, they want to. After all, who likes to waste a big chunk of the day? Is giving people a job they can love possible? Yes. Will it be easy? It depends, but where there’s an executive will, there’s a way. However, you may need to change your thinking.
Companies must reinvent themselves over and over to keep their market-relevance. The same goes if they want to further their sociological congruity and stop bleeding fortunes in employee disenchantment and turnover.In other words, they must breathe new life into their most powerful asset, their human infrastructure.
Audiences: C‐Suite, Senior executives, Entrepreneurs, HR teams, Consultants, Coaches, Employees.
To order: Amazon
Easy to read, stimulating and empowering for a diverse audience: Although driven from the top, culture comes to life only if it’s activated by the bottom-up energy of all the organization’s constituencies regardless of their position on the hierarchical spectrum. Leadership is multidirectional.
Refreshing and optimistic: Boredom at work is… boring. Technology trends don’t inevitably drive the future for the worst. They also encourage companies to build rejuvenation strategiies, shelve their lizard brain and rekindle their motivation and learning limbic system.
Informed, data-driven, and actionable: Engagement/disengagement isn’t about mysterious good/bad chemistry. It’s about the management’s choices and the data we collect to see what fosters/crushes employee belongingness, stimulates/tramples diversity, or encourages/torpedoes innovation.
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The future of your company depends on your will to foster a growth mindset at all levels of your organization. If you see recruiting as “filling” positions with warm bodies, their love of your company can only be short-lived. As soon as they feel bored and stuck, it’s only logical that they’ll try their luck next door. So forget about the “perfect candidate” and “skills gap” bandwagons, and start recruiting to build up the organizational brain plasticity and learning capabilities needed to simultaneously better address fast-changing times and strengthen employee enthusiasm.
We hire people. We create employees, by culturally attuning ourselves to the world they live in. Can we reasonably continue to turn employees into shadows of themselves in order to make them fit into the preordained molds of a hierarchical model derived from the industrial era that collides with the individual personal empowerment that they experience as consumers in the service economy?
Emotionally intelligent leaders are emotional-data-oriented. Just like they constantly have to watch their sales performance dashboard, they also have to check on the cognitive and emotional markers that reflect their employees’ belongingness. Culture isn’t an abstract set of values, but a connectional fabric whose cognitive and emotional dynamic makeup needs to be perpetually assayed when we want to ratchet up productivity, resilience and effectiveness. Culture is what we cultivate.
This book is supported by a vast body of academic research and the author’s extensive field experience. It provides novel insights into how to hire to engrain a sense of community from day one, design the work to make it always more meaningful to people over time, and continuously measure the employee belongingness that nurtures cultural vibrancy and drives sustainable success in a dramatically new sociological and technological environment.