The ‘pandemic of 2020’ has disrupted our personal and work lives. For some, this disruption has been to be cut adrift, to be untethered, from an organisation or employment.
So much daily structure, personal identity, and validation comes from having a job. To be adrift is functionally unsettling: routines are lost; skills are not used; and activities remain undone. It’s emotionally destabilising: there’s a shame element to say “I’m unemployed”, is if my value ceased when nobody nor an organisational identity, is seeing and utilising the value I have to contribute. In being adrift, it’s also to lose touch with resources and opportunities to gain personal value and contribute value. You are lost in limbo.
Actually, that’s just one perspective.
The position of internal change agent – wherever it falls in the organization – can be a tricky one. You are responsible for influencing the organization, usually without the direct authority to do so. You are responsible for influencing the organization, usually without the direct authority to do so. This show explores the different ways to influence organizational change, from the point of view of someone who is not calling the shots.
Most employees struggle with change, but leaders are in a position to significantly improve their team’s experience, foster resilience and subsequently enhance performance. Recent neuroscience research provides strategies that leaders can use to assist their employees to maintain optimal brain fitness in the midst of change.
Recently I took a temporary ‘gig’ as a bar-person – I was serving at the drinks table at Lena Ross’s second book launch. The book launch was an community experience in which many sub-experiences took place, such as getting a drink to fuel conversation and networking.
Wearing my Experience Design hat, I took a particular approach to my gig. I did this intentionally, to apply three of the Change Design Principles. Let me tell you about the what, the How and the why to make the application of the principles real and practical to you.
Have you ever wondered about the Neuroscience behind the way people respond to change? Dr Connie shares insightful information on how the brain works and why it’s relevant to leaders and change professionals.
The COVID-19 situation is an all-you-can-eat test of change leadership. Calm yourself: Calm leaders make for calm teams. This is not a drill. For a while now we have been banging on about business agility being the panacea to leading in volatile, uncertain, complex, and ambiguous (VUCA) environments.
Are you a TITO manager or a TITO leader?
The focus of a TITO manager is Time In The Office.
The focus of a TITO leader is Trust In The Outcomes.
A little less conversation and a little more action please. From my perspective, there has been a lot of talk about resilience in the workplace throughout 2019 but little action.
Helen Palmer’s book, Self unLimited: A vocational adventure for the 21st century, is full of practical advice and useful exercises to help you become more self-aware of your own career journey. Its origin was Helen’s own workscape journey of over two decades.