Karl Edwards presents Working Matters

Tag: Enterprising Teams²

  • The Way We’re Working Isn’t Working

    American managers are in denial about the fact that their teams are comprised of human beings.

    Content with a data-defying strategy of squeezing as much work as possible out of their teams for as little compensation as possible, these self-congratulating fools close their eyes to the facts and resort to childish name-calling (e.g. “soft”) to anyone who dares suggest that human physiology and psychology are important factors in workplace productivity.

    What if there were facts, though, about how people work that could multiply your productivity with only incremental additional costs?

    I’m excited to come across a kindred spirit in Tony Schwartz in his new book, The Way We’re Working Isn’t Working.

    I’ve long advocated that people are an amazing, if complex, asset into which we should invest not a faceless, annoying expense that we should minimize.

    Schwartz provides invaluable insights into how the human beings function and provides the practical means to transform these insights into a more energetic, renewing, and yes, productive workplace.

    Specifically he looks at human physiology, emotions, our minds, and our spirituality. Far from hyping the latest feel-good fad, Schwartz methodically supports his case with data. If you look at the facts, certain things are true about what makes people thrive, commit, care, and work hard. On the downside, certain factors cause people to wear down, avoid risk, blame others and otherwise distance themselves from their work.

    Far from being “soft,” it is those leaders who have the courage, honesty and wisdom to face what I describe as “the hard facts about working with people” who have the mettle it takes to face the complex issues facing business going forward.

    Gone are the days where people can be reduced to inter-changeable commodities to be discarded at the first sign of trouble.

    Tony Schwartz is a must-read resource for any leader hoping to work effectively with people going forward.

    On your side,

    – Karl Edwards

  • Loving Monday: Holiday Madness

    loving_mondayThere’s still another week or so before we get some time off for the holidays.

    BUT…

    But it’s in the air. The spirit. The anticipation. The preparations. The madness.

    And you and I are supposed to remain productive at work! That’s funny.

    We need to change our definition of “productive” during the holiday season. I’m convinced it’s a losing battle to police productivity levels according to ordinary standards. There’s just too much going on. The wise leader recognizes the seasonal dynamic and adjusts.

    Both you and your team have people coming to town to visit or are planning to travel away. There is shopping to do and preparations to make. Some of us decorate. Some of us host parties. All of us are affected by the holiday madness.

    Having said that it is unrealistic to demand ordinary productivity during the holidays, neither do we have to throw out any expectations of job effectiveness altogether.

    Once we recognize that people are distracted by the holidays, we can adjust in ways that make room for the accompanying realities of these distractions. Providing some space during the day to take care of holiday business frees people to focus back on their jobs sooner and in higher spirits.

    Allowing longer lunch breaks, permitting some online shopping during work hours, relaxing about personal calls, and/or allowing people to use one of their sick days for personal use—are all ways to make room for the realities of the holiday season.

    Not only would you be building goodwill with your team, but with the holiday chores and accompanying stresses removed from the situation, everyone will be back to work with one less distraction.

    Choose the holiday spirit you want in your office! Holiday joy or holiday madness.

  • Question of the Week

    How well does your team know what your priorities for them are?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.

  • Question of the Week

    How do you authorize and equip employees to be creative in their problem solving, product development, and approaches to their work?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.

  • Quote to Consider: Leaders Are About Everyone Else

    Great leaders are obsessed with recognizing, resourcing and advancing the ideas of others in the organization, not their own.

    How do you go about…

    • Recognizing
    • Resourcing
    • Advancing

    the ideas of others?

    Pick one and let us know what you do.

    If you feel stuck in a “control others to enact your own ideas” model of leadership, let’s talk. There’s an exhilarating world of enterprising teams, engaged employees and explosive creativity waiting to be unleashed in your firm.

  • Question of the Week

    To what degree and in what matters are we “our brother’s keeper” at work?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.

  • Question of the Week

    How might a distasteful or intense team task be combined with something fun to keep spirits up and minds focused and hearts invested?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.

  • Question of the Week

    When you think about your team, do you see an organizational chart and job descriptions or individuals names, faces and the unique contribution each person makes to their position?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.

  • Question of the Week

    Who on the team steps in and covers for others’ unfinished work, poor quality, mistakes, and failures? How might you reward and/or cover for them?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.

  • Question of the Week

    Who on your team just might come alive on the job if they had the opportunity to learn a new skill or develop a professional interest?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.