How to build belonging at work (and why it matters)

According to the Deloitte Human Capital Trends 2020 report, belonging at work and well-being are the two most important human capital issues right now. Efforts to create a sense of belonging have traditionally focussed on respect and inclusion in many organisations. The theme here has been that if we can support people to feel comfortable and accepted for […]

Creating an engaged workforce

Before we look at ways to create an engaged workforce, last week we talked about the importance of employee engagement, including what the phrase means and some of the tangible advantages it can bring to any organisation. Here, we will go through a practical eight-stage process that will help towards making that engaged workforce a […]

Employee engagement — why does it matter?

If ever there was a buzzword for the 21st century, it has to be engagement. You see it everywhere, from SEO experts telling you to create engaging content for your website to customer relationship experts advising on the importance of engaging your clients. The phrase “employee engagement” is one that is often thrown around too, […]

Building and fostering employee trust

We all know that trust is an essential component in any relationship. This is a given in a domestic environment — the thought of not being able to trust your spouse or partner is a truly awful proposition and is likely to spell the end of the relationship, while any acquaintance you cannot trust can […]

Three tips for improving office morale

Every manager knows that morale is key to a successful business. After all, happy, engaged people who enjoy their jobs and get on well with their colleagues put in that extra ten per cent, meaning a better quality of output and higher productivity. There are indirect benefits too, not least that reduced staff turnover makes […]

Characteristics of positive workplaces

Research by business leadership expert Kim Cameron and psychologist Emma Seppälä identifies six essential characteristics of positive workplaces. Such workplaces: Eschew blame and rapidly forgive mistakes. Care for, remain interested in and sustain responsibility for colleagues as friends. Provide mutual support, including compassion and kindness when others are struggling. Emphasise the meaningfulness of the work. […]

The toxic effects of high-pressure cultures (Part One)

Surviving in competitive markets is a question of building high-pressure cultures focussed on bottom line results. Encouraging people to be cut throat and take-no-prisoners to ensure financial success. Right? As you might expect from the way I phrased it, this is wrong and there is a lot of evidence to demonstrate that cultures like this damage employees and […]

Building trust in leaders

It’s a demonstrable fact, now repeated in study after study, that organisations that focus on building trust in leaders perform better across a raft of indicators, from employee engagement, to knowledge-sharing, to innovation, and even to the bottom line itself: profitability. Trust can no longer be neglected. It’s a core component of an organisation’s success: any Organisation […]

From ego to eco: a new approach to boosting employee engagement

A recent article by Ashridge Business School researcher Patricia Hind opens with this discomforting observation: “Surveys consistently report that work is more often dread and drudgery rather than passion and purpose. Research shows that only 13 per cent of employees worldwide are engaged at work, productivity is at an all-time low and stress levels among […]

Appreciative Inquiry and Cooperrider’s Three Circles of Strength, Part Two

Last time, we began our tour of David Cooperrider’s “Three Circles of Strength” framework: if Circle 1 involves elevating strengths, Circle 2 progresses to multiplying them into – in Cooperrider’s words – “macro combinations and configurations.” Let’s look at an example cited by Professor Cooperrider: a $4 billion trucking company had unwittingly starved itself and […]