Tag: Health and well-being

Productivity Rules That Work

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Brett Jordan on Pexels.com

As a leader, if you want your people to do well, you must make sure that they have the right tools to do their work.

According to Laszlo Bock, ‘Give people slightly more trust, freedom, and authority than you are comfortable giving them. If you’re not nervous, you haven’t given them enough.’

‘Make recruiting part of everyone’s job.’

‘Don’t be afraid to try crazy things to get the attention of the best people.’

‘Set a high bar for quality.’

‘Eliminate status symbols.’

‘Make decisions based on data, not based on manager’s opinions.’

‘Find ways for people to shape their work and the company.’

‘Put your best people under a microscope.’

‘Set a personal example by sharing and acting your own feedback.’

‘Giving employees the opportunity to teach gives them purpose.’

‘A learning organization starts with a recognition that all of us want to grow and to help others grow.’

Source:

Laszlo Bock (2015). Work Rules! : Insights from Inside Google That Will Transform How You Live and Lead

‘How To Make Complexity An Advantage’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Alexandr Meadow on Pexels.com

Change and stability can work together. As a leader, it is your job to make it work.

‘First learn to play around with and balance your own personal polarities before focusing on the polarities around you and in your organization.’

‘Whatever choice you make when coping with a polarity, remember to be observant, choose consciously, and be aware of what effects may be.’

‘Don’t be tempted to go directly for a compromise or synthesis. Have the courage to explore both poles in their extreme and purest forms.’

‘We are not capable of managing and balancing at will all polarities within ourselves, but what we can do is consciously observe and understand what is happening inside of us from the position of a neutral observer.’

‘Make explicit both your personal polarities and those of your organization and open up dialogue.’

‘People best learn to effectively work with polarities in their daily work practice, stimulated by examples, dialogue, and dedicated space and time.’

‘Make sure that all structures remain flexible and do not become rigid. Make silo formation a standard agenda item.’

‘Always link the individual parts of the organization to the organization as a whole. Ensure that there is a good balance between departmental goals and organizational goals.’

‘Establish and maintain an ongoing qualitative exchange and dialogue process about nonmeasurable goals.’

‘Don’t throw away everything old to replace it with something new but enrich the old with the new.’

‘Every movement evokes its countermovement.’

Source:

Ivo Brughmans (2023). Paradoxical Leadership: How to Make Complexity an Advantage