WHEN ORGANISATIONS START MISSING THE POINT! and become irrelevant to their Talented co-workers!




Let me start by being very clear! if you build a corporation culture based on specific DNA elements and you start promoting them within the all organisation, make sure you have managers that are able to IMPLEMENT them! There is no other bigger "corporation disease" then "mislead expectations" and "promises" that you cannot deliver!
Corporate culture values are designed to retain and attract TALENT! Why? because Talent co-workers generate Talent Organisations! that Simple!
Organisations now-a-days are not about the reputation of the Top Leaders only! The organisations value is about the perceived value of their Talent as a all.
My Question is simple! If you build a company culture based on a DNA such as for example: Collaboration (promoting the full collaboration between all co-workers at all levels to build ONE organisation), Innovation (to promote a Intrapreneurial Spirit and guide your co-workers to a action oriented mindset) and finally Globalisation (pushing the co-workers to think globally to achieve international relevance)...
BUT if you do not "Envolve" your team in the decision making processes; if you don't "Listen" to you Talented co-workers ideas and knowledge when you are building your Strategy and if you "Look" outside the organisation when you have "Growing" opportunities...
THEN you CREATING a Gap between your Culture promises and your ability to Implement them...You will only get "inverse" results: the TALENTED co-workers exits, and, because the market is "knowledgable" you also loose gradually your attractiveness.
WHY? We can talk about the "Silos" theory, personal Agendas, or even Top Leaders that take defensive positions and only work with a close set of people they have under control, either because they are just insecure or just because they lack Real managerial skills, as for example, being afraid of the co-workers competences and experience.
DO YOU really see others reasons WHY the leaders should not listen to, envolve and define the strategies surrounded by their best and TALENTED co-workers in the specific issues and not only use the " Status and Hierarchical" criteria??
For example: How can you define the best globalisation or internationalisation strategy without "Listen" to your must international experienced co-workers that have real life examples and ideas to share with you?
WHAT are the signs? Look for organisations where the focus is only on the Macro (corporate dimension) processes not the Micro (people dimension) one's. Example: "Our processes are perfect".. even if they are not useful for the co-workers daily needs and even when they are like "big stones" (obstacles) in the co-workers pathways to deliver their best performances and initiatives...Specially look for: "The processes are wrong, but we cannot do anything about it!" ???
One more sign: When all decision making processes are executed by the same small group of people in closed doors and Mindset! If you developing your company in closed doors WHY the hell the corporate culture is about COLLABORATION and ENGAGING all in ONE team? WHY are you empowering people to INNOVATE and be INTRAPRENEURS!!
WHAT is the expected result and impact you aim with this actions and managerial style to have on your TALENTED co-workers witch are wise, informed and already build natural expectations upon your Culture Workshops and printed manuals?? His there a better way then this to get rid of the TALENT collaborators? Who actually are the co-workers that you will retain for sure in the company? the "Dont care one's" or the "Just give my salary, i dont give a shit"
THIS ACTIONS could be part of a corporate manual on "how to demotivate and get rid of Talent co-workers" ... you would just add ... " and shred a company" !
Américo Mateus Ph.D in Management and Innovation-Teacher/researcher/entrepreneur/creative leader - Faculty and IDEAS(R)EVOLUTION Applied Research group coordinator at Universidade Europeia /IADE – Creative University Portugal. He is an active Business entrepreneur in the fields of Design and Innovation, marketing, Social Innovation and Creativity. Américo is a System Thinker, course creator, creative leader, models and tools developer and at his essence a provocateur, disruption igniter and bias toward change. His passion is to challenge existing dogmas and paradigms applying research methods designed “trough the Eyes of the user/consumer”. He his a “Science to the market believer” and his work as a senior innovation facilitator and cross-pollination mind-set his recognise by his co-workers, students, colleagues and peers. Is quest for “doing things different and better” makes him an inspirational leader and an innovation faculty and speaker.

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