Since the end of the industrial age, our lives (personal and professional) have been getting more complex. This isn’t to say that things are getting more difficult, it’s that their form has become less static, less predictable – you will no doubt have heard of this explained as VUCA (volatile, uncertain, complex and ambiguous), a term that emerged in the late 80s.
When it comes to personal health and mindfulness, one phrase we hear being used is work-life balance. Its use might imply that there’s work and then our actual life somewhere else and that somehow work is of low personal value, yet it’s required to partner our personal life which is of high value. This attitude tends to be counter-intuitive and inaccurate.
Our people make possible our performance in all aspects of business – they are our innovators, our developers, our delivery mechanism, our financial custodians, our relationship managers … in short, they ARE our business. To connect with our people, to create the best kind of employee experience, we need to speak to, and act in accordance with, what motivates each team member. When we do this, and truly listen to our people’s needs, all kinds of magic happens:
“When employees feel engaged in a dynamic and caring work culture, their performance, pride and loyalty skyrocket the company and its clients to success.” William Craig, founder of WebFX.
It’s kind of a domino effect: a clear and compelling purpose informs our values, our values drive our behaviours, and our behaviours influence our culture. As HubSpot suggest (they suggest lots of brilliant things about culture – check out their views here) “Culture happens – whether planned or not, so why not create a culture we love?” A good question I think.
Change can be good. Variation in our working lives keeps us fresh and is a key part of development for leaders and stakeholders alike. Constant change though, can be less helpful. Even the best of employers see some change in their staffing over time, so what do you do when the normal rate of change errs towards ongoing attrition of staff?
It’s been over 50 years since David J. Schwartz published ‘The Magic of Thinking Big’ with the simple premise of “Think BIG to live BIG”. Now, in 2019 what power does ‘Thinking Big’ have for today’s business leaders?
In his book, David Schwartz tells us that we need to upgrade our thinking; that before we can achieve big things, we need to thinkbig things. He believes that success is not determined by the size of your brain, it’s determined by the size of your thinking. So, how do you think big, and how can that help you be a better leader? Here are a few strategies from the book to help you think bigger to be better.
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