Drew Dudley’s TEDx Toronto talk about redefining leadership beyond money, power, and titles reminds us that we are all everyday leaders, and that we don’t have any excuses in expecting leadership from ourselves and from each other.
Here's how to manage, build and grow your team in a human and effective way.
We'll give you concrete and unconventional tips from the most innovative companies and backed by the science of what motivates people.
Start here with our management guide and how to take back your work day.
Dan Pink, #1 New York Times bestselling author on the changing world of work, told us that the most radical change happening in enterprise organization is that “[t]oday, talented people need organizations less than organizations need talented people.” The effect of that is to upend the traditional corporate hierarchy and put individual employees at the top. As Robert Greenleaf wrote in 1970 in his influential essay, The Servant as Leader, the winners will be those companies whose “first order of business is to build a group of people who, under the influence of the institution, grow taller and become healthier, stronger, more autonomous” — in other words, those that put people first.
Greenleaf argues that the only person to lead a people-first organization is a servant, because a servant’s natural inclination is service to others — not coercion — for the purpose of others’ growth, health, wisdom, freedom, autonomy, and benefit, and for that reason, in the future, “the only truly viable institutions will be those that are predominantly servant-led.” That makes the value proposition of the social enterprise stark and dead simple, and, no surprise here, it isn’t covered by buzzwords like “collaboration” or “social”: adapt to the social enterprise or face complete obsolescence.
More satisfied and engaged employees perform better. In a Towers Watson study of some 90,000 employees across eighteen countries, companies with the most engaged employees reported a 19 percent increase in operating income, and a 28 percent growth in earnings per share. Companies whose employees had the lowest level of engagement had a 32 percent decline in operating income, and an 11 percent drop in earnings.
Tony Schwartz, “Transforming the Way We Work,” HBR
Investing in your employees’ happiness feeds the company’s bottom line. What do you do in your workplace to engage and satisfy employees?
Every company needs to re-invent it self regularly. Without guiding principles that are more than financially motivated, they will struggle with the transformation to capture new value.– Rashik Parmar
How do YOU create teams in the workplace?