Articles

We know self-fulfilling prophecies affect children’s classroom grades. So imagine the impact on performance if we translate that ethos to the working world, seeing EVERYONE as a high potential.

When managers give feedback, the ratio of positive to negative statements in high performing organisations is 5.6 to 1 (Kim S. Cameron, Positive Leadership). In poor performing, struggling organisations, the ratio was as low as 0.36 to 1.

There’s an emerging HR competency on the block – paradox navigator. The ability to manage a long-term vs. short-term focus, centralised vs. decentralised operations, and an internal vs. external perspective may be desired, but it's hard in practice.

People have similar needs at each life stage. So, as we identify employees’ needs and desires, we should pay more attention to life stage than generation.

Make the most of the ageing workforce. By actively managing late-career workers, and recruiting older workers, you can close the skills gap.

Many people fear that automation of work will decrease the number of roles, but displacement to new roles is more likely.

Big organisations often rate people’s performance and potential on a nine-box model.

To realise AI’s potential we should invest in the ‘first mile’ – acquiring and organising data – and the ‘last mile’ – integrating AI output into everyday work.