What Next for Employees?

July 27, 2010

The Towers Watson 2010 Global Workforce Survey provides some interesting insights that should be taken into account by all Leaders when planning for the future of their organisations.  Based on 20,00 workers in 22 countries, some of the key points in the survey include:

  • Employees see security as a fast disappearing part of the employment relationship although 76% want a secure position above all else
  • Only 38% of employees think that their leaders have a sincere interest in their well-being while less than half think that their leaders inspire and engage them
  • Almost 40% of employees are either disenchanted or fully disengaged
  • 42% of staff think they have to go elsewhere to advance

As many organisations are finding out, it is one thing to keep employees when they have no other options but, when the upturn does come around – and for some companies, it already has – these employees will start to question how they have been treated during the downturn. The best of these employees will have the earliest options to move to what they consider to be a better job.

Now is the time for Leaders to begin reengaging with employees through, for example, challenging work design, growth opportunities and, putting in place recognition programmes.

You need both good and bad ideas to succeed

December 22, 2009

Seth Godin is a prolific author and blogger.  His works include Permission Marketing, Purple Cow (my favourite) and The Dip – all books worth reading on marketing, ideas and creating a buzz on what you do. Seth has an interesting and challenging post on ideas.  Good ideas bring change and people fear this. Bad ideas bring risk – people fear this even more. But you cannot have good ideas without the risk of bad ideas.  If you are willing to take the risk of failure, you will open yourself (or your business) up to the possibility of success.

Leadership through the crisis

December 1, 2009

A recent McKinsey Global Survey (Note 1) has interesting, if predictable, findings as to the capabilities that organisations views as the most important for managing companies through the crisis.  Leadership and Direction.  Of the 763 companies surveyed, 49% believe that Leadership is the most important capability that organisations require, with 42% believing it necessary after the current crisis.  The corresponding figures for Direction are 46% and 39%.  The most important capability required by organisations after the current crisis is Innovation (46%).  Interestingly only 33%of respondents believe that innovation is important during the crisis.

Of the most important leadership behaviors for managing corporate performance, Inspiring Others is rated as most important (46% of respondents) followed closely by Defining Expectations and Offering Rewards (47% of respondents).

Note 1: Leadership through the crisis and after, McKinsey Global Survey Results, September 2009.