Companies have problems, of course. The worry is when those working next to or with the problem-because of a toxic organisational culture -are fearful of mentioning it. As problems ignored rarely self-heal.
What happened to those great ideas generated at the quarterly off-site last June? Did the flip-charts get typed up? Did the summaries get circulated? Did the actions get attributed? Did the action holders execute? Did the magic of kaizen start to happen?
'Tis the season of the Autumn/Fall conference. Powerpoint overload, free bars, guest speakers and team games.
Whatever happens ensure every one of your people walks back to their car on the final afternoon-having had a good time-knowing exactly what they need to do differently in the coming months. Achieve that and it's been worth every penny/cent.
Some employees abuse the system. Some employees are unproductive. Some employees hide behind excuses of 'busyness, meetings, e-mail and poor work/life balance'. To attempt to manage them, more command and control practices are introduced. Because such practices cannot really be selective they tend to exhaust and stifle your very best people, those who do enjoy the job, do enjoy dealing with challenging clients and do recognise that business is-well-messy.
Releasing talent isn't just about hiring a 'talent director'. Releasing talent is about ensuring managers understand that leadership is about enabling a person to be the best version of themselves as then they will do great work for you. Even if that means one or two wake up so much that they realise they don't want to work for you anymore.
Clear objectives for the quarter-rewarded by bonuses/or not-do tend to get individuals to focus on the quarter. But what's getting them to give attention to the longer term, the neglect of which has been the demise of all once robust, thriving and great firms?