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The Mavericks at Work blog reminds us that all the:
co-creation
empowerment
mass collaboration
blogging
YouTubing
MySpace-ing and
Facebooking
in the world isn’t going to help if you don’t already have some very persuasive answers to some very basic questions:
What ideas are we fighting for?
What do we see that the competition doesn’t?
How are we rethinking our business every day?
In the UK, now,
These findings are from the Chartered Management Institute and Remuneration Economics.
What explains the high rate of resignations?
Is it the sense of injustice at the widening pay differentials as women take on more responsibility – younger – for less money than men?
Do women have more choices that they can exercise? They are more likely to take up self-employment than men. They may also be more ‘in-demand’ than men as their skill sets leave them better equipped to work in a modern economy. The ‘skill sets’ in which women generally outperform men include
Or is it because many management hierarchies are still male dominated cultures in which more feminine values linked to the enhanced skill-sets listed above are under valued?
One trend is very clear. Women’s power in a modern economy is increasing. This is driven by their generally superior leadership skills and their influence over just about every major purchasing decision.
This means that organisations that cannot recruit and retain women will be at a significant disadvantage in the marketplace.
“When land was the productive asset, nations battled over it. The same is happening now for talented people.”
Stan Davis & Christopher Meyer, futureWEALTH
Our podcast series is designed to help managers to put into practice what we teach. They are available whether or not you have attended a workshop.
Typically a podcast will provide a review of the main topic plus some further information developed in response to conversations with practicing managers who are trying to put the ideas into practice – and who either need a little extra guidance, or have ruin into a problem.
Our 7th podcast – Extra Tips for Successful Coaching is now available here. You can also get it from i-Tunes. Just search podcasts for ‘Progressive’ to find our feed.
I heard on the radio yesterday that a bake bean manufacturer are ‘lending’ students in the UK a case of beans for each term. Loan value = £100 plus.
The marketing whizz who was commentating on the initiative said this was an example of ‘experiential marketing’ – where customers get to ‘participate in the brand directly’. Lovely examples of marketing ‘gobbledy gook’. Rather than try to convince customers that these are great beans, they will instead encourage people to try them and make up their own mind.
They don’t anticipate the loans being re-paid – but they do anticipate generations of bean lovers being loyal to the brand. Importantly their taste testing suggests that 75% of students prefer the taste of their beans – so once they have tried it they are likely to keep buying. Sounds like a LOT of hot air to me.
We use a similar approach here at PMN. We regularly run free events and find that a high percentage of those who come later turn up at a paid event.
Just imagine…
1. You work in an organisation where everyone gets 30 minutes every week 121 time with their manager to look at how the right work can be done more effectively and to work on communication, trust and respect;
2. Everyone is coached – every week – by their manager. They learn things on a weekly basis and use what they learn to create value;
3. Everyone gets feedback – several times a day. The feedback recognises, appreciates and encourages the good stuff. It also raises awareness around behaviours that people might want to re-think. Everyone knows that feedback is not an emotional big deal. It is just information that is designed to help;
4. Everyone delegates effectively. They expect to be delegated to at least every other month as part of their professional development. Managers ‘delegate and develop’ routinely so that they can consistently do the important (but never urgent) stuff well (stuff like strategy, RnD, customer contact, stakeholder management etc).
5. People who struggle to deliver on their role in the time that the organisation pays them are helped – through feedback and coaching – to find ways to get what they need to get done in the work hours available to them.
What difference would developing these 5 management processes make in your team?