Happiness at work is crucial if you want to drive commercial performance. But what does happiness at work mean? How can managers measure it and have more of it? And what happens to organisations when they get happiness right?
A sense of well-being—whatever that means to us—results in a number of benefits with research showing greater efficiency, more effective interpersonal interactions and taking of opportunities, greater motivation, and even greater cognitive flexibility (resulting in better problem solving and creativity).
How do we achieve both the minimization of variability crucial to reliability and the creation of a culture that values the ‘healthy mistakes’ that have been known to drive innovation, psychological safety and competitiveness?
With the global realisation and attitude that ‘life is short’, people are putting themselves first more than they were before. How an employee’s values are met within their workplace can be make or break for an organisation. People are now voting with their feet, with staff more likely to jump ship and find new roles that align better with what matters most to them, rather than stick with the traditional stability of an unsatisfying and unrewarding job.
Changing business processes creates new organisational rituals, which leads to a changed culture. The exciting result of this approach is to create the ultimate, self-perpetuating business process design.
Being open and vulnerable can help leaders and their teams remove their masks and reveal their true selves. It also encourages everyone to become more self-aware of their strengths and areas they could adjust, which in turn can lay the groundwork for new learnings by setting goals—but not just any goals.
Storytelling is a key part of our shared human experience. It has long connected people across cultures and brought together groups who may seem like they have nothing in common, through tales of success and learnings. But what is often forgotten is the power of storytelling, especially in business.
It is time for ‘Corporate India’ to move away from ideals set up by ‘Corporate America’; those ideals might work for the Americans, but are not compatible with Indian values.
A coaching culture can create transformational results for your business, your managers, and your teams. It can be your super-power, your success accelerator, your organisation’s very own magic wand.
Security culture is not something that can be built overnight. Having said that, sustained investments in security culture will bring better security RoI in the long run and help organisations build a human defence layer that every industry today desperately needs.
Employees are pretty observant; they do not miss much. The actions and behaviours they see modeled and the ideals their immediate supervisor appears to value will inform their decisions and behaviour at work. If they see a management team that prioritises tasks, efficiencies, and productivity (job functions), then that is what they will focus on—often at the expense of the company’s own mission.
Culture is not just literature, arts, music, dances, theatre, scriptures, mythology, or our literary festivals; not even just the way we dress up, eat, conduct ourselves with close family and friends; neither is it merely our ancient temples, forts, palaces, cave paintings, sculptures…it is actually a combination of all these and more...it is our ‘way of life’, the way we live.
.jpg)
Member Login
Submit Enquiry