This week’s collection is headlined by Steve McCurry’s latest photo collection.
McCurry’s photos are always intimate, beautiful and exquisitely held moments of human strength and vulnerability, and this new collection is just as powerful and moving as always.
is the ability to overcome adversity,
cope with setbacks, and persevere in the face of
trauma and deprivation.
The greatest glory in living
lies not in never falling,
but in rising every time we fall.
– Nelson Mandela
…more than education, experience, or training,
an individual’s level of resilience will determine who succeeds & who fails.
– Harvard Business Review, 2002
More than 90% of HRDs believe employees’ ability to cope with change and uncertainty will determine their likelihood of being hired in five year’s time, according to a survey.
Talent and career management company Right Management polled 250 line managers and 100 HR decision makers in organisations with more than 500 employees, and revealed resilience has become an important employee attribute.
The results showed 79% of line managers and 75% of HR decision-makers thought employee wellness would be formally measured and reported by 2018.
However, 72% of line managers admitted their organisation could do more to support employees through persistently stressful periods.
Professor Cary Cooper, an expert in organisational psychology and health at Lancaster University Management School, told HR magazine the recession was responsible for HR’s developing focus on resilience.
“As a result of 2008, in almost all workplaces, whether in the public or private sector, there are fewer people,” Cooper said. “Those fewer people are doing more work and working harder, and most organisations are too lean and too mean.
“Whereas before the crash we were probably a bit fatter, and could tolerate people burning out or leaving, now what I’m hearing HRDs talk about is that they cannot cope with regrettable turnover – they cannot afford to lose some key people.
Cooper added: “The way we think we can keep them now is by making them more resilient and creating an environment that’s into wellbeing. Whether it’s flexible working or better management of people – whatever it is, we really have to retain people.
“This has become more of a bottom-line issue – it’s a retention issue and an attraction issue. But retention is key. We have to manage people by praise and reward, not by fault-finding.”
The survey highlighted flexibility as a key feature of future workers. Among HR decision makers, 79% expected employees to have multiple simultaneous careers by 2018, and 60% thought workers will be hired on temporary contracts or working as contractors or freelancers.
Almost all respondees (92%) thought older workers would opt to work part-time rather than retire.
Right Management UK & Ireland general manager Ian Symes said the results suggested employers needed to “put people at the heart of their plans and provide their employees with the support, structures and vision they need to cope in an ever-changing environment”.
“Organisations need to strategically plan their workforce and look at the systems they have in place to support employees and the business through turbulent times,” Symes said.
“Without this, they will always be reacting to what is happening rather than being in control. This will only add to the stress and exhaustion that many staff are feeling so it’s important that businesses look at ways to boost the resilience of their organisation and their people. Planning ahead and being flexible are central to making this a reality.”
Continuing the resilience theme, Sheryl Sandberg talks in this video interview about her own trips and tribulations at work alongside the stories of many other women.
Sheryl Sandberg admits she was terrified to step onto the TED stage in 2010 — because she was going to talk, for the first time, about the lonely experience of being a woman in the top tiers of business. Millions of views (and a best-selling book) later, the Facebook COO talks with the woman who pushed her to give that first talk, Pat Mitchell. Sandberg opens up about the reaction to her idea, and explores the ways that women still struggle with success.
“And the walls came tumbling down.”
Developed by entrepreneur Brian Robertson, Holacracy is a system of governance that takes things like managers, job titles and bureaucratic red tape out of the equation, distributing leadership and power evenly across an organization.
Instead of a standard hierarchy, companies in a Holacracy are comprised of different “circles” and employees can have any range of roles and responsibilities within those circles.
Coming to an organization near you
There was also the article about the company that instituted a policy that no one is to be contacted while on vacation. The thinking behind this concepts makes sense. We have become tethered to technology that we feel that we have to have in order to be on 24/7.
Some of the other “employee friendly” policies I found were free beer Fridays, pets allowed in the workplace, volunteer days, PTO instead of sick days, yoga at work, paternal leave, etc. Hopefully we all have tasted tele-commuting, however, that has taken a back seat at some companies. This list could go on and on and we know that these perks are not one size fits all.
Bye-bye Industrial Age
The walls of the Industrial Age management are slowly crumbling. This is aided by the fact that not only are the organizations changing, but the new worker mindset is already there waiting for their companies to come along.
Workplaces today are embracing innovation, new technology, diversity and inclusion in order to build sustainable success. The linchpin that drives these innovative efforts depends on the quality of leadership, culture, and management practices at all levels of the organization. Each one must play a part in the change required to achieve these aspirations.
The organizations that are leading this charge realize that all these initiatives requires thinking and doing things in different ways from what has been done in our relatively slow-changing, and disconnected, Industrial Age past.
The challenge ahead is to unwind more than a century of Industrial Age thinking about work – mindsets that are controlling, mistake-averse and “know it all,” and evolve them into ones that are enabling, learning and willing to try new things and fail.
The notion of worker versus manager is outdated, and a collaboration between these two is needed to move forward with a new agenda
The primary drivers of the Industrial Age were equipment and capital, and that was what was important. Employees were seen as necessary but replaceable. Thus the term “hired hands” or “warm bodies” was born.
However, we now are living in a new economic era and the main drivers are knowledge and intellectual capital. The problem is that many of our management practices today originated back in the Industrial Age and the older manager was probably steeped in these practices.
Management knows best?
Whatever our systems and processes, they were conceived at an earlier time. Recruiting, hiring, training, and performance reviews all came along as organizations grew.
Communications were top down, if at all. Managers and bosses had all the answers. It was “my way or the highway.” Employees were not considered a part of the process in any way.
Our job descriptions force us, in a lot of cases, to try to fit a square peg into a round hole. The manager of this era saw his people as employees and subordinates.
Some of the companies mentioned earlier do not refer to their people as employees; you hear different terms such as associates, partners, etc. Today people want to be treated as part of the process and not just a cog in the wheel.
Controlling vs releasing
The Industrial Age mindset is one of controlling people while the modern era is more about empowering people to achieve their highest potential. Survival in this extremely competitive economic era demands that our people be allowed to bring forth their unique contribution. Isn’t that is what we hired them for?
Bottom line: we manage THINGS, but THINGS don’t have the freedom to choose. We lead PEOPLE who do have the power to choose.
Unleashing the potential of this age will require a fundamental break with the control paradigm. It will require leaders to embrace what the late Dr. Steven Covey referred to as “The Whole Person Paradigm.”
by Sigal Barsade and Olivia (Mandy) O’Neill
“Love” is a not word you often hear uttered in office hallways or conference rooms. And yet, it has a strong influence on workplace outcomes. The more love co-workers feel at work, the more engaged they are. (Note: Here we’re talking about “companionate love” which is far less intense than romantic love. Companionate love is based on warmth, affection, and connection rather than passion). It may not be surprising that those who perceive greater affection and caring from their colleagues perform better, but few managers focus on building an emotional culture. That’s a mistake.
In our longitudinal study, ”What’s Love Got to Do With It?: The Influence of a Culture of Companionate Love in the Long-term Care Setting” (forthcoming in Administrative Science Quarterly), surveyed 185 employees, 108 patients, and 42 patient family members at two points in time, 16 months apart, at a large, nonprofit long-term healthcare facility and hospital in the Northeast. Using multiple raters and multiple methods, we explored the influence that emotional culture has on employee, patient, and family outcomes. What we learned demonstrates how important emotional culture is when it comes to employee and client well-being and performance.
Employees who felt they worked in a loving, caring culture reported higher levels of satisfaction and teamwork. They showed up to work more often. Our research also demonstrated that this type of culture related directly to client outcomes, including improved patient mood, quality of life, satisfaction, and fewer trips to the ER.
While this study took place in a long-term care setting — which many people might consider biased toward the “emotional” — these findings hold true across industries. We conducted a follow-up study, surveying 3,201 employees in seven different industries from financial services to real estate and the results were the same. People who worked in a culture where they felt free to express affection, tenderness, caring, and compassion for one another were more satisfied with their jobs, committed to the organization, and accountable for their performance.
So what does a culture of companionate love look like? Imagine a pair of co-workers collaborating side by side, each day expressing caring and affection towards one another, safeguarding each other’s feelings, showing tenderness and compassion when things don’t go well. Now imagine a workplace that encourages those behaviors from everyone, where managers actively look for ways to create and reinforce close workplace relationships among employees.
Some large, well-known organizations are already leading the pack in creating cultures of companionate love. Whole Foods Market has a set of management principles that begin with “Love” and PepsiCo lists “caring” as its first guiding principle on its website. Zappos also explicitly focuses on caring as part of its values: “We are more than a team though…we are a family. We watch out for each other, care for each other and go above and beyond for each other”.
You might think all this “love business” would be hard for some people. We did, too, before we started this study, but we found love in some unlikely places. For example, we talked with employees at a large aerospace defense contractor who told us about a newly acquired division that had a strong culture of love. Employees there routinely greeted each other with a kiss on the cheek. Visiting executives from the parent company were alarmed to see this gesture, finding it not only inappropriate but possibly an invitation to sexual harassment lawsuits. Although they initially tried to prohibit such displays of affection, ultimately they decided to allow the culture to flourish within the division, simply acknowledging that it was not consistent with the more muted values of the rest of the organization.
Surely not every manager will want to gather his team for a group hug every day (nor would every employee be comfortable with that). But there are many other ways to build an emotional culture of companionate love. We suggest leaders do at least three things.
First, broaden your definition of culture. Instead of focusing on “cognitive culture” — values such as teamwork, results-orientation, or innovation — you might think about how you can cultivate and enrich emotional culture as well. Emotional culture can be based on love or other emotions, such as joy or pride.
Second, pay attention to the emotions you’re expressing to employees every day. Your mood creates a cultural blueprint for the group.
Third, consider how your company policies and practices can foster greater affection, caring, compassion, and tenderness among workers. For example, Cisco CEO John Chambers asked that he be notified within 48 hours if a close member of an employee’s family passed away. At some companies, employees can forego vacation days or organize emergency funds to help fellow employees who are struggling and need help.
Most importantly, though, it is the small moments between coworkers — a warm smile, a kind note, a sympathetic ear — day after day, month after month, that help create and maintain a strong culture of companionate love and the employee satisfaction, productivity, and client satisfaction that comes with it.
amie Lawrence reports on new research for HRZone
New research suggests people can reliably detect a change in their surroundings, even if they cannot accurately describe what the change was.
The research suggests the ability is due to cues picked up from conventional senses such as sight. Because it has been little understood in the past, it has formed a key part of the field extrasensory perception (ESP), which also included things like clairvoyance.
The research, which came out of a year-long study from the University of Melbourne, is – according to the author – the first to show people can sense information they cannot verbalise.
When I interviewed Daniel Pink, author of NYT bestseller Drive, he told me that mindfulness and attention to detail are two of the most constant predictors of workplace success.
The complexity of the modern working environment means that those who can identify risk factors and changes from the norm can help companies stop bad things happening.
Identifying candidates who are capable of processing their environment thoroughly should be a priority.
To see what can happen hen artistry meets office design, see Alexander Kjerulf’s report and pictures of how a design company in Detroit have converted an old bank vault into their offices. This gives a very visual sense of just how the world of work is changing to become more and more suited for human life as our 21st century progresses…
There are boring offfices, cool offices and offices that just take your breath away!
In December we got a tour of dPOP in Detroit and what we saw there blew us away completely.
This is hardly surprising – dPOP’s business is to design office spaces for their clients – but still, this space was beyond awesome.
…I’m not going to claim that redecorating the office space is a surefire way to create a happy workplace. I’ve seen some very unhappy workplaces, that had beautiful bright airy office spaces but completely toxic cultures. I’ve also seen incredibly happy workplaces, whose offices look like crap.
But I still think that office design matters. And on a more fundamental level, why does every workplace have to look the same? Why does every office or meeting room inside a company have to look the same? We know that our minds thrive on variety and I think you can let the office design reflect that.
Here are a few of the pics we took at one seeeeeeriously cool office…
Our love of sound and listening makes these artists’ work compelling. One of the many wonderful conditions of sound and listening is that it can only happen in real time – you can’t glance or flick through a sound – it can only be experience as it unfolds itself, moment by moment, cadence by cadence. Just like what we have to do really listeni to someone talking to us…
Makes you think…..
The music industry has sometimes struggled to find its feet in the digital world. In this lovely talk, TED Fellow Ryan Holladay tells us why he is experimenting with what he describes as “location-aware music.” This programming and musical feat involves hundreds of geotagged segments of sounds that only play when a listener is physically nearby.
All of these articles and more can be found in the Happiness At Work collection #81