How do organisations develop their huge, often diverse, population of middle to senior managers? Remembering these 'forgotten people' can be the tipping-point to take an organisation on to greater success.
There is a plethora of discussion around how retaining talent and generating staff loyalty is best achieved when there is alignment between the values of an individual and the values of an organisation.
Following on from the recent blog on Managing Talent: How to encourage your workforce to manage their career here are the two questions I am most frequently asked.
Employees ask me “How do I turn down the offer of a ‘perfect opportunity’ without damaging my career?”
Managers ask me “But what if by encouraging them to do all this thinking about their career, they realise they want to leave?”
Thirty two years ago in 1985, an article appeared in the Financial Times crowning the latest winners of the UK’s National Management Championship, a simulation competition that challenged teams from businesses across the country to make the biggest profit with a fictional enterprise. At the time, the government secretary presenting the prizes said “’in survey after survey, British managers at almost all levels have been...
“So where do you see yourself in 5 years time?”
This is a question that all of us have probably been asked at some point in our career. Some of us will have asked that question of others.
So why do leaders and managers ask that question during review conversations? From my experience, working with leaders who are trying to grow and manage their talent pipeline, it is often used as a means to ascertain aspirations, interests and satisfaction. Yet it isn’t actually a very helpful question.
Economic uncertainty caused by politicians wrestling with the largest peacetime intergovernmental restructure since the Second World War (Brexit, in case you haven’t guessed), a rapidly changing work environment and demographic shifts unseen at any time in history, means that the business world can seem a frightening and hostile place.
Driven by both legislation and evolving employer attitudes, flexible working has come a long way over the past decade. Not only do employees now have rights to request flexible working, but employers have also become increasingly aware of the business benefits conferred by an openness to flexible working.
Sustainability is one of those ubiquitous words, which can also be very slippery, as different people understand the word differently.
It is often presumed that the lack of women in senior positions is, at least in part, due to the lack of female role models. While role models are clearly important for women and men aspiring to leadership roles, just arguing for more role models for women is not going to be enough to increase the number of women in leadership roles. Instead we need to ensure that men (as well as women) become role models for gender equality and gender inclusive leadership.
Back in 2012, the Office for National Statistics published the results of its first ‘happiness survey’. The—perhaps unsurprising—result: people who are married, have jobs, and own their own homes are the most likely to be satisfied with their lives. Living in an unemployment ‘black spot’, being middle-aged, and being unhealthy, all correlated with being unhappy.