It is a fine line between engaging the troops and spooking the horses when your organisation is faced with significant change. I have been involved in a number of transitions, mergers and acquisitions and it really can be a scary time for teams. Maintaining a positive organisational culture is key to change success. So how much is too much information? What is important to those working in the team versus the executive management who are managing the change?
Millennials certainly are creating change and challenging our traditional beliefs when it comes to how work gets done. Managers who are traditionally accustomed to a Baby Boomer workforce will need to engage new strategies to retain and motivate this growing group of Millennials.
I have been fortunate to work with some very clever employee communications and engagement experts in my career and one key lesson that has stuck with me is – If you aren’t saying anything meaningful then don’t say it at all.
Most large organisations do employee opinion surveys, and many worry about their results.
Being employed is a little bit like being in a relationship - it requires commitment from all parties for it to be an effective, lasting partnership.
We spend a lot of time talking about how to do our jobs better. That is our technical jobs, the work that draws on our skill set in communication and engagement. But if you’ve ever managed a team you, you have probably discovered that managing and leading a team takes up a lot more of your time.
Funny thing about creativity and innovation, it doesn't usually happen unless you change the way you've been working.
Sit long enough in a boardroom and the inevitable discussion emerges as out how to create greater competitive advantage.