Stepping beyond regulated work arrangements

At least as far back as the 90′s alternate work arrangements have been experimented with in some form or another in various countries – compressed work weeks, job sharing and so on. Working from home wasn’t even on the horizon then, and most of these alternatives have not been meaningfully embraced as viable options on how, where and when work gets done.

And it can get messy. In many counties, including Australia, governments and courts have gotten involved in terms of quality of life issues. In fact, statutory rights related to workplace flexibility have been implemented by a large number of the highest income countries around the globe. While policy is in place, however, results are sketchy.

Buoying performance and morale – fuel for action

As we saw from last month’s blog, in isolation performance management can be a clinical experience if we’re not careful. Even using the most progressive coaching techniques focused on goal achievement only won’t motivate all employees. If not contextualised these approaches can still smack of bureaucratic accountability.

Here’s the thing. For now, we continue to live in a wobbly global economy, and certainly Australia has weathered the storm better than most. In reality though, we’re still feeling the effects of this latest downturn. If we look to examples of stability, in good times and bad, blue chip companies likely hone management tools to keep pace with markets. Performance management approaches should be used to motivate people to buoy morale and retain talent. So, again how we do that is the real test.

Performance management – process vs. goal achievement

Why performance management? Well, the fact is that we’re fixated on understanding what contributes to highly successful companies. And these days more than ever economic conditions propel us to unearth ingredients that lead to success. Performance management is seen as an anchor to measured success. And, if implemented in a meaningful way it can be.

But to the central question – what is the skinny on performance management? Is it a punitive measure used to micro-manage people? Is it a monetary incentive to modify behaviour; or, is senior management just going through the paces because it seems like a good idea?

Influences of the digital economy

This month we’ve been contemplating leaders and leadership. It’s one thing to talk about content – but what about context and the effects of technology on leadership and creativity? It’s likely no surprise that we look for ways to shift how we manage because of the pervasive influence and power of the evolving digital economy of which social media is a part.

For decades pundits have debated the merits of modifying the “control and command” model of management. And we actually may be closer to having to modify that model. Why? Because we are witnessing one of the greatest shifts in how people use technology to communicate with each other, how goods and services are marketed and the accompanying need for greater collaboration and “co-creation”. The belief is that digital economies boost productivity, global competitiveness and social well-being.

A twist on developing our leaders – “What if”

It’s a new year and it’s time to capitalise on the optimism this can often bring. And it just might be the time to consider making one of our first investments of the year in the talent in our organisations.

Despite best efforts, often mandatory training intended to put people on the fast track provides only a marginal return on investment. This is an issue because we are dealing with constant and accelerated change – at our work places, the way we work, the way we relate to and collaborate with our colleagues, co-workers, employees, clients and service providers, and in our personal lives. In this context, leadership development becomes increasingly important.