What We Need Is Transformation

We say this every week - as an organisation that is hoping to be highly competitive in the new world of work, as a company eager to minimise the HumanDebt™ in order to win, what you must do most urgently is to empower your teams with tools and permission and then distribute the human work to the teams to focus on leadership to achieve a true transformation in mentality and replace command&control with servant leadership.

More HumanDebt is being amassed as we speak in every enterprise in which the dialogue about the meaning of work was absent and flexible or remote policies were put in place before it. It’s not too late for these conversations - what does work really mean for us? How do we work? Why do we have each of our processes in place? Are they still fit for purpose? What are ideal outcomes? Are our people empowered to discern between focused, individual (and therefore remote) work versus collaborative, creative problem solving (and therefore possibly in person) work and have they been given the liberty to think of these issues?

As ever, if the answer is “no” and instead, an ivory tower deterministic policy has instead been created and is being reinforced already, then you ought to prepare yourself for the repercussions of that lack of exploration and dialogue.

Of the enterprises we work with that are using our PeopleNotTech Team HumanWork Platform that leverages increased Psychological Safety, everyone is at different stages and took different routes to where they are today. They also have such an unshakeable belief that they must bring in, encourage and prioritise the human work that most of these open conversations do truly take place on an ongoing basis and having that dialogue line open and that clear willingness to eternally course-correct based on data and an open feedback loop with their employees, is what sets them apart and places them on target.

We work with teams from nearly every industry you can imagine. That said, what all our clients have in common, above all, is extreme flexibility. Not in the sense that fills up metal plaques in conference rooms “We are flexible” - but the true kind, the deep kind, the kind HR must become the guardians of. No matter what the data brings they welcome it and react to it with the necessary change.