dreambridge

“Most of us are ‘successaholics.’ That’s what we think is necessary for our organization to succeed…(however), if you try to do things differently, you will find it incredibly valuable. It’s rallying together to recognize that if we continue to work in this way, it’s undermining our productivity, our sustainability, our creativity.” This article speaks about always being “on” 24/7 and gives some strategies such as (PTO) “Predictable Time Off and “Quiet Time” as alternatives to this “cycle of responsiveness”.

“When people from several different countries share the same workplace, misunderstandings can generate friction”. Not only language and time management issues can happen, but how “colleagues perceive (literally) and prefer to use space” can be a topic to consider. Cultural research of Edward Hall and Geert Hofstede is discussed in this article and how employees relate to each other and the workplace.

Practical advice is given for communicating across generations, such as “using multiple communication avenues”, “individualizing your approach”, “understanding value difference” and “motivating factors”. “Younger people feel they need watch out for their own interests and are less willing to give their lives to one company. Veterans and Boomers tend to think of working as more utilitarian and feel they need to do whatever is needed on the job.” This is one of the many ideas mentioned in the article.

“The level of honesty associated with a corporation impacts the very livelihood of the business and can affect relationships beyond the internal infrastructure of the company. Five steps are mentioned to promote an honest work environment by “keeping a workplace free from rumors, negativity and dishonesty. Having open and honest communication can provide management with a way to feel out the overall mood of the office.

“The one-size-fits-all concept doesn’t work for most people in any situation, let alone in the workplace. Each company is different. However, it’s how we handle these situations that make the true difference in how our coworkers and employers view and trust us.” In this article, you will find some suggestions for handling workplace honesty.

“In any situation, the person who can most accurately describe reality without laying blame will emerge as the leader, whether designated or not.” This article discusses how being open relates to the bottom line as shown in the 2010 study by the Corporate Executive Board. Four strategies for candor in an organization are provided in this article.

“In such organizations, people think the way to support and respect each other is to be polite at any cost: not to disagree, give people tough news, hold them accountable, or let them know when they’re not succeeding.” The article presents issues such as “terminal niceness” in the workplace; challenges of having “real” conversation happen offline rather than face to face and how a lack of healthy debate makes it difficult to build new processes and products.

“Telling employees you want their honest feedback is a step in the right direction. Showing them that you mean it is even better” Different high level executives give their perspective about employee showing candor. “A big problem at many businesses, Eberhart from CDI recently told New York Times, is that people don’t spend enough time communicating, especially if they see something going wrong.”