what can we learn from the headlines?
by Jonathan Winter | posted 19.09.2011
Recent headlines have been sobering. We’ve seen the gradual painful overthrow of Libya’s dictatorship. Unexpected riots and looting in England. The anniversary of 9/11. Another rogue trader. Greece and the Euro on the brink of ruin. All this is disturbing; what does it mean?
It would be foolish to attempt a single explanation. But it reminds me that unexpected events tend to follow a long slow decline (in trust, or ethics, or morale) that too few of us actively resist.
In business we should pay attention. For years now, we have talked about needing a ‘new paradigm’ that builds for the long-term. There’s talk of ‘sustainable success’, the “impact economy” and the need for a ‘sense of purpose’ (there’s a business case, says LBS). Yet repeatedly we fail to get even close to this aspiration. Few organisations transparently declare – even know – their core purposes. Excellent leadership is rare (38%, says DDI). Three quarters of departing US employees are disgruntled. Short-termism is baked into the fabric of business.
In the search of a way to manage this paradox, I think three things could make a big difference:
• First, we need to reunite working and learning. Opportunities for improvement and innovation need to be seized, daily asking: “What are we learning?” not just “what have we achieved?”
• Second, we need a fresh approach to leadership for today’s uncertain world. Provocatively, academic Stephen Bungay describes one developed by the Prussian army 200 years ago.
• Third, we need to equip HR to help release untapped potential and prioritise learning, not just create processes to assess people and ‘manage talent’. (see Academy).
Comments
Dear Jonathan,
The depressing headlines you mention are not new but just the daily bread & butter for people in Latin America.
As everywhere these headlines drive to the mentionned slow decline of trust, ethics and morale which later drive us to passivity/resignation, corruption and dictature or religious fanaticism… Or to resilience and revolution/innovation.
Even after 4 years living in Latam I am still amazed by the Latinos reactions to adversity which in some countries and in some companies are led by resilience: “What does’nt kill us makes us stronger” is their motto…Very much different from what I see in the depressed and looking backward Europe.
Life and work are tougher in emerging markets. The perspective of a better future does not explain all the resilience nor why in this Region employees engagement is on average 15 to 20 percentage points above the rest of the World.
At Aon Hewitt we are currently finalizing our every two years global Leadership benchmark study: “Top Companies for Leaders”.
I had the chance to interview many C-Suite leaders of the best companies for leaders across Latin America and could witness a fresh approach to Leadership, specific , I think, to Latam.
What is this specific leadership about ?
which are key engagement drivers… Amazingly enough the most frequent word used by employees to describe their sense of belonging within their company is…Family !
Emotional intelligence and a deep care for the employee Well Being.
The Latinas cultures are full of emotions (and dramas
Treating the employee like a family member while managing a profitable business in a tough competitive and demanding environment does not match anymore with the old paternalistic kind of management we saw in the past years in Latam. Here is the challenge that highly performing Top Companies For Leaders ara trying to address…But in any case it is for them to replace paternalism with cold bureaucratic and unsensitive management programs and processes. People emotions are a strong driver to be managed differently as times, mindsets and generations changed.
Wellbeing goes beyond Wellness.
This holistic approach is tempting to help employees and their family not only to live better but also to BE better in a world with less and less values and sense of purpose. Big deal !
One of the Latam Top Companies for Leaders (with impressive business results in the Banking Industry) is working now on a next step introducing in its HR programs the concept of….LOVE !
Quite shocking for our European mindset used to a strict separation (even opposition) between work and life, company and family, business and emotions/personal relationships.
Still, we witness very interesting new people management approaches which might not work with other cultures…Or maybe yes ?
I would be happy to share some best practices in November when we will publish the results of this benchmark study.
My frustration is that I am not aware of any academic or structured research and development of these new approaches in Latam.
Saludos cordiales.
Thierry
I think that Thierry makes some excellent points in response to Jonathan’s provoking thoughts. W. Edwards Deming often said that the purpose of business is to stay in business. I was struck by that assertion because it is very infrequently considered. Too many business leaders (managers?) focus on making money,not staying in business. I think that focusing on making money before focusing on staying in business leads to a short term emphasis and puts companies at risk of going out of business because the attractive short term may not lead to the right long term. If, instead, a company’s leaders focus on staying in business, they will always consider the long term good and take short term actions to achieve that long term future. I think that such a long term focus leads to different behavior, including real and personal employee development, community relations, “green thinking,” transparency, lower stress, and yes, even making money.
I have had the great good fortune of working for a number of excellent leaders. One of them, Hal Tickle, once said, “If we do the right things, the rewards will come.” That has stuck with me. It’s important.
thierry’s comments about Latin America are such a refreshing change from our UK culture. His mention of LOVE reminds me of a booklet written by Roger Harrison in 1987: “Organization Culture and Quality of Service: a strategy for releasing love in the workplace”.
As it was only sold in the UK, I doubt many people bought it.
Gordon, Guy, Thierry – thanks for your fascinating comments. Thierry your Latam insights are salutory. Suffering and adversity are not perhaps the enemies themselves, but the coldness of business processes and apathy (or lack of passion, emotion, love) clearly are an enemy worth fighting, especially in Europe.
What an interesting and difficult challenge for leaders everywhere, under these economic pressures. It is a challenge to retain our humanity and bring it to work, not leave it at the door of the office.
I look forward to your research results when they are released in November. Perhaps we can work on something together…