In this episode of the Future in Five, I discuss the recent news about Zappos and the fact that hundreds of employees are leaving the 1,500-person company as a result of its implementation of something called "holacracy."
Inclusion has never expanded my opportunities, or tapped into my creative excellence to solve organizational problems. But engagement has. This is because inclusion is about the company choosing which aspects of me to embrace. When I'm engaged, not only do I excel, the company wins.
There have been quite a few articles written recently around open office spaces and why we need to get rid of them, why they're bad for engagement, why they're bad for productivity, and on and on why they are so bad for organizations.
The truth is that your organization is going to have a culture whether you, as the leader, define it or not. Even the lack of culture is, in and of itself, a culture. So the question is: will you step up and define your culture? Or will you just sit back and let it define you?
Clearly, your bad leadership habits affect more than just you. You may think your imperfections are yours to own, but they negatively affect everyone on your team. Here are three of the worst habits you should kick to the curb before it's too late.
Clearly, Easterbrook had heard the wake-up call, taking serious note of the recent troubles, the escalating push for salary increases and the increasing competition from other burger quick-serve restaurants.
There is a general perception in business that vulnerability in any form automatically equals weakness. Think about it; when was the last time you allowed yourself to be, well, you, in a corporate or business environment?
Company culture is a sensory experience that works best when it is reinforced through all five senses all day long. When you commit to making your employees see, hear, smell, taste, and feel your company's values, the big stuff takes care of itself.
The reigning idea of having a "good job" is the legacy of the industrial revolution(s) and was a relatively stable concept for about a hundred years. That age is over. The order and systems that we've based our expectations and plans upon have changed.
Sure, we need people to handle the details and make sure the workflow process works smoothly. The problem emerges when they become interested in the process for its own sake, rather than as a productivity tool.