Author: Mandar

This story is famous in management circles and has a lot of versions. However, let’s start with the most popular one. Once upon a time a tortoise decided to race a hare to settle the argument about who was faster? They started the race on an agreed route and time. Without any surprise hare ran ahead and stopped some distance away. Feeling confident that that tortoise was far behind and that even if the tortoise caught up, he would quickly establish his lead. Since all odds were in his favour and success was guaranteed, he sat under a tree, almost tasting his victory and soon fell asleep. The tortoise plodding on slowly and steadily crossed the sleeping hare and soon finished the race. The hare woke up and realised that it had lost the race and that the tortoise was declared as the undisputed winner. This simple, timeless story is great for starting a conversation on the battle of fixed vs growth mindset. Instead of doubting its capabilities or fearing the odds stacked against it, the tortoise accepts the challenge and enters the race.  Developing the ability to not give into labels about one’s capability and to take required action is one of the stepping stones towards developing a growth mindset. On the other hand, the hare’s surety of the tortoise’s inabilities and defeat cost him the race. This story is a great example of how a growth mindset can produce unexpected results. 

On an abnormally hot summer day, when all the animals around it were bemoaning their fate, a crow is flying around looking for water. He comes across a long slender pitcher filled with just a little bit of water. The crow can’t reach the water with his beak. His thirst increased by the sight of water the crow tries and tries again, slowly getting fatigued and wanting to give up. Yet he cannot take his mind off the water in the pitcher and suddenly an idea strikes him. He is already tired, and this idea will mean a lot of effort. But the crow persists. He picks up a pebble and drops it in the pitcher. And he does this over and over, feeling the fatigue in his wings, until the water level rises to the point where he can reach it. Remember we spoke about the emotional shift in response to a difficult situation from “I can’t do that” to “I can’t do that…yet”. “I can do something” is a good mid-point in this mindset shift. 

When in the office, we all take time to connect about our families, what we did on our vacation, our favorite sports teams, etc. One of the challenges with online work is that interactions are generally scheduled around a meeting and its agenda.  Schedule daily or weekly huddles and leave some time for people to connect more personally, or schedule virtual lunches where team members can eat and share more about themselves; food is a great ice breaker. It is alright to let the first five to ten minutes of a meeting be a little less productive if it gives people a chance to catch up, celebrate a birthday, or talk about their plans for the weekend.

While this is not strictly about growth mindset. It does facilitate the mindset shift of spotting collaborators. In the story, a mouse ventures too close to a sleeping lion and jumps on his chest. The lion wakes up and captures the little creature. He then releases the mouse on the mouse’s promise that someday the mouse will prove helpful to the lion. A few days later, a hunter reaches the jungle. As luck would have it, the lion gets stuck in a hunter’s net. The little friend keeps his promise and frees the lion by chewing the hunter’s net. It is helpful to realise that even the powerful cannot do everything alone. Building functional and positive interpersonal relationships at all levels of the organisation is unavoidable.

In summary, these stories can be powerful tools to bring a mindset shift. Storytelling can be made far more effective and fun when played out as role plays highlighting the lesson from the fable in the context of the business.

https://www.shrm.org/hr-today/news/hr-magazine/summer2020/pages/dealing-with-first-time-managers.aspxIn 

https://www.linkedin.com/advice/1/what-benefits-challenges-having-growth-mindset-1c#:~:text=As%20a%20manager%2C%20you%20may,foster%20innovation%20in%20your%20team.

For example, when meeting virtually encourage your team-mates to switch on their cameras with some reasonable exceptions that accommodate for eating a meal or calling-in while picking the kids up from school. Whatever the rules, it is better to be clear about the “why” as number it allows employees to agree or disagree with you and just makes communication clear. Switching on your camera first encourages others to do and helps pick up on non-verbal cues.

Have some fun with it and encourage people to use creative backgrounds that reflect their interests and family culture. One can also schedule time for activities towards the end of the workday or end of the week. For example- just a regular catch up on how things were or host team games like conducting a quiz etcetera. It’s one way to managing remote teams.

It isn’t always possible because of geographical limitations, but virtual relationships tend to be more genuine and productive when people have had a chance to spend time together in-person. When possible, invite the remote team to meet in person and do some team building. You’ll notice a difference in online interactions after the team knows one another on a more personal level.

When in the office, we all take time to connect about our families, what we did on our vacation, our favorite sports teams, etc. One of the challenges with online work is that interactions are generally scheduled around a meeting and its agenda.  Schedule daily or weekly huddles and leave some time for people to connect more personally, or schedule virtual lunches where team members can eat and share more about themselves; food is a great ice breaker. It is alright to let the first five to ten minutes of a meeting be a little less productive if it gives people a chance to catch up, celebrate a birthday, or talk about their plans for the weekend.

During the pandemic and lock downs, people got creative with virtual happy hours or holiday celebrations… so do the same. Hold an event virtually, inviting family to join along. Let colleagues meet each other’s families, a best friend, or dog. In many ways, virtual socializing frees us of limitations or social concerns we were plagued with before. We no longer need to worry as much about how we are dressed, and we can include anyone meaningful in our life without worrying about an expensive event. There is a real opportunity to improve employee engagement and a sense of belonging in the remote and hybrid world, we just need to be creative and throw out some of the old rules.

So when working in a hybrid setting, avoid too many rules mandating what days of the week are in-person and find ways to optimize individual flexibility. There is nothing wrong with three people working together in a room while talking with three others who are home working remotely. The workforce of today values flexibility perhaps more than any other benefit so have rules when they are needed, but not for the sake of having rules. You’ll reap the rewards as you recruit and retain the best talent.

By making sure robust messaging, audio, and video conferencing are not only available, but that everyone is well trained in how to use them effectively. Collaboration tools should be available so team members can share information easily and in real time. Don’t forget to consider how time zone differences affect the remote and hybrid worker so set preferences and boundaries around meetings that may be scheduled in off hours for certain team members. Have an IT support infrastructure that is responsive and able to scale with the rest of the organization.

Today, much of our personal and professional lives take place online, be it through email, messaging platforms, or social media. There is no reason to believe our virtual existence will decrease in coming years and for managers it is important to reflect on how this has, and will continue to, change how we communicate. Since the start of the Covid-19 pandemic many of us learned to get comfortable with conducting meetings on Zoom, MS Teams, Google Meets, Skype, etc., and organizations developed different norms on how to interact. Some organizations frowned on team members who turned off their video and joined by audio only, and there were companies that didn’t care. Some organizations insisted on standard backgrounds that included logos or company branding, while others were fine with the family kitchen and fish tank on display. Technology helped us through a challenging time and will continue to be a much-used platform for how we operate. Help your managers be deliberate about how they keep employees engaged and productive in the new world of remote and hybrid work.

Being self-aware is one indicator of possessing emotional intelligence. However, one doesn’t become self-aware in a day or in a week, it requires time. In order to be self-aware people leaders can try to  keep a journal to write down daily interactions with colleagues and record how they felt, and how they believe their colleague felt about their interaction. The best way to build self-awareness is to connect work to larger team goals and maintain an understanding of why you are doing what you are doing.

Practicing empathy or being empathetic requires us to understand what empathy really is. It is the ability to understand the needs of others by being aware of their thoughts and feelings, not by trying to impose yours or offering judgements. Demonstrating empathy can help improve your interactions with colleagues and lead to more effective communication and collaboration.

Being an active listener simply involves hearing a person out without interrupting them. Once they’ve shared all that they wanted to take time to get clarity on someone else’s point of view, repeat what you think you are hearing and have them confirm whether you’ve heard and understood them correctly; do this until you gain a fuller insight into their perspective. Give them your undivided attention, make eye contact, offer affirmation when you understand, do not interrupt, and be respectful. And when you don’t understand, say so. Be relentless about clarity.

By reacting appropriately to change and adverse circumstances. Embrace change, focus on problem-solving, keep an open mind, avoid absolute positions that limit your options and focus on the present when you need to. Leaders who lash out, panic, complain, are perceived as unhinged and are most likely to not be emotionally intelligent.

Practice your social skills by observing group dynamics, interactions, and attitudes of others. Don’t be afraid to help guide conversations assertively without sounding aggressive or passive aggressive. Lean heavily on collaborative decision-making when practical.

Openly welcome feedback constructively delivered, or not. Recognize the value of learning about how you are perceived as a way to continually improve your self-awareness and emotional intelligence. Solicit feedback and thank those willing to share it with you. Avoid defensive language and posture.

Reflect regularly on past experiences as it will help you break past habits, more clearly assess what has worked and what has not, and how you influenced, or failed to influence others. Emotionally intelligent leaders rely heavily on reflection and do so intentionally and unintentionally.

Clearly, emotional intelligence is important for people leaders, and we should all continue to learn how to recognize it as well as when it is absent. While academia and other experts work on better measures and learning techniques, we (leaders) have to remain self-aware and become lifelong students of emotions in ourselves and in others. The more we perceive and understand emotions, the better we will get at reasoning with them and managing them.

Founders have a pivotal role in defining company culture as they are the driving force behind growth. They have a unique opportunity to define the tone and values that pervade the firm as visionary leaders. This definition starts from the moment they hire the first employee. Founders need to inspire and encourage workers to embrace the desired culture by leading by example. Their actions, decisions, and behaviours influence how workers perceive and understand the company’s values and mission. Whether it’s encouraging open communication, cooperation, or emphasising on work-life balance, entrepreneurs must model the cultural attributes they want to create. Founders should aim to develop a dynamic and authentic business culture that not only attracts top people but also supports long-term success by continually aligning their activities with the intended culture.

The foundation of a strong company culture is its mission, values and goals. Employees want their work to be meaningful. That is why it is critical to set and effectively convey your company’s goals. Whether it’s environmental convservation, making the best pizza in town, or, as my firm does, redefine people management and lead the people management revolution, you want to make sure your employees understand that their job has a purpose other than earning income. While your purpose explains why your company exists, your core values reflect how you work and who you are as a company. These guiding values govern how individuals interact, make decisions, and accomplish outcomes. Whatever your company’s values are—for example, flexibility, teamwork, or customer service excellence—they must be more than simply words. Your values should mirror the way you do business. A well stated short- and long-term organizational goals assist employees in remaining focused and motivated as they will know what they are working towards. 

Cultural fit, at its most basic, implies that workers’ attitudes and behaviors are consistent with their employer’s fundamental values and business culture. Finding individuals who contribute to your company culture is critical; thus, cultural fit should play a significant role in your recruitment and hiring process. Employee happiness, engagement, productivity, and retention all improve by hiring for cultural fit. Founders should make an effort to teach staff how to hire for cultural fit. However, there is one thing to keep in mind, personal similarities should not be confused with cultural fit and your recruiting approach should be open and egalitarian. It seems attractive to hire the familiar option but you run the risk of creating a relatively homogenous company demographic. Instead, look to hire diverse individuals who will bring a variety of thoughts and perspectives to the table which would not have been possible by looking at “fit” alone. 

The health and wellbeing of your employees is another defining aspect of your company culture. No one wants to work in a company which induces burnout among employees. How founders treat and compensate their employees will determine if the company culture will be sustainable or not. They should encourage a good work-life balance by enforcing reasonable working hours, avoiding overwork, and valuing personal time away from work; a pleasant and inclusive work environment in which people feel appreciated, respected, and supported. Along with this, provide competitive salary and compensation packages in order to recruit and retain great employees. Consider benefits such as health insurance, pension plans, flexible working hours, and paid time off. Involve workers actively in decision-making processes, solicit feedback, and encourage them to give ideas and proposals. Recognize and honor their accomplishments and contributions. Incorporating these things will do wonders for employee health and overall employee productivity. 

A positive culture, once built, requires maintenance and direction. Toxic conduct and unresolved issues can undermine your general culture and employee morale. As a founder, it is critical to address any concerns as soon as possible. This entails establishing a secure and discreet channel for workers to report issues, whether via a designated HR representative or an anonymous reporting system. Investigate concerns thoroughly and take appropriate action, which may include disciplinary action or counseling. Additionally, to settle disagreements between people or teams, encourage conflict resolution techniques such as mediation or facilitated conversations.

A strong company culture has the power to drive success in multiple ways. It increases employee engagement, resulting in motivated and committed workers who contribute to innovation and productivity. Also, a strong culture enhances productivity as employees feel supported and connected, leading to effective collaboration and focused efforts. Overall, a strong company culture is a catalyst for success, boosting engagement, reducing turnover, simplifying recruitment, and improving productivity.

A clear vision helps employees maximise their efforts and ensures that everyone is working towards a common goal. It provides direction and purpose thereby minimising uncertainty and helping workers prioritise. This long-term vision also encourages strategic thinking where the entire planning team can look beyond the immediate hurdles and have a proactive approach to growth. A captivating vision can inspire and encourage employees by illustrating what is possible in a successful future. It fosters a feeling of purpose and a shared conviction in what is achievable. A 10X growth culture necessitates individuals to push themselves beyond their comfort zones, which will not be possible without a compelling vision acting as a catalyst 

Positive reinforcement recognises and rewards people’s efforts, accomplishments, and positive actions. This acknowledgement is a potent motivator. It raises morals and instils a sense of pride and success. It motivates people to keep doing their best and staying involved in their work. When you see someone going above and beyond for their job, the company should reward said individual. It sets an example and serves as an incentive for other employees to do the same. Another benefit is that employees feel encouraged to take up responsibility, make decisions, and contribute to the success of the business. This practice generates a culture in which people feel appreciated and trusted, resulting in increased levels of engagement and commitment.

Employee training, workshops, and professional development opportunities provide employees with new skills and stimuli required to flourish in their professions. This investment fosters a culture of continual learning and personal growth.It enables employees to take on new tasks which they could not before thus improving the quality and quantity of their output. When a company invests in its people, it establishes itself as an attractive place to work with good growth opportunities. This draws desirable employees looking for advancement, stimulation and development. The presence of talented and motivated people can improve the organisation’s overall capabilities greatly.

As a manager, you need to make an effort to challenge employees to think creatively, seek new solutions, and constantly find ways to optimise processes, products, and services. Risk-taking and innovation  requires employees to be able to embrace change and adapt to new environments.. Organisations that encourage these behaviours can foster a culture that is nimble, adaptable, and open to new chances. This flexibility is critical for succeeding in a fast-paced corporate climate and attaining considerable growth. It’s difficult to predict which punt will be successful but what is important is that the company is willing to try and learn. An entrepreneurial mindset eventually develops in employees which leads to even greater creativity and accountability. It is important to view failure as a learning experience rather than a setback as it is a crucial part of the innovation process.  

Individuals and teams should be encouraged to share their knowledge, skills, and experiences across departments and functions to break down silos. It  fosters a learning culture in which employees can benefit from a variety of viewpoints and ideas. It promotes creativity and allows the company to tap into its workforce’s collective wisdom. Within an organisation, these silos frequently impede efficient communication and cooperation. Breaking down these barriers promotes open lines of communication, allowing teams to operate more efficiently. This cooperation promotes the interchange of ideas, encourages innovation, and allows for improved problem-solving, all required for 10X development. Breaking down silos also has the added benefit of promoting a more holistic approach in which people and teams evaluate the broad picture and how their work contributes to the organisation’s overall progress. 

Feedback serves as an effective catalyst for continuous improvement. Organisations should identify areas for improvement and take action to improve performance by soliciting feedback from workers, customers, and stakeholders. This dedication to continuous improvement is a defining feature of a 10X growth culture, in which incremental gain is always pursued. 

You can also acquire varied viewpoints and ideas by actively soliciting feedback, which can lead to the identification of new possibilities, creative solutions, and disruptive methods.

A 10x growth culture can be carefully cultivated using the above strategies. To recap : 

•  A clear vision inspires employees to push beyond their limits. 
• Positive reinforcement and investment in employee development foster a motivated and engaged workforce. Encouraging innovation and risk-taking enables the organisation to adapt and thrive in a fast-paced environment.
•  Breaking down silos and promoting collaboration allows for a diverse range of ideas and improved problem-solving which allows for the highest possible utilisation of employees. 
• Seeking and utilising feedback also promotes continuous improvement and helps identify new opportunities.

 By embracing these principles, companies can create a culture that drives exceptional performance and exponential growth.

Another challenge  organisations and CHROs face is that of managing a : a variety of generations.keep them engaged at work. They facw the challenge i of building a workspace that serves and is conducive to all generations with different set of beliefs and work patterns. 

In times like these, building a strong foundation is more crucial than ever.he roots have to be moulded in such a way that everyone feels that they belong, are  seen and heard. A well-built organisational culture will be a mirror of the organisation’s relevancy and consistency. It will denote their timelessness and endurance no matter what. 

On the other hand, a weak organisational culture will evoke feelings of distrust and uncertainty in the employees, especially given the different mindset these generations are coming from. ,Making it a must  for CHROs to formulate and establish a culture, an understanding of acceptance and solid value system..

It is easy to say that it is the people that make an organisation and its culture. But t in a hierarchical setting, sometimes just the people around can be too less for something as omnipresent as a culture. This is why this article is not about why organisational culture is important but about why it should be the top priority of today’s CHROs.

An organisational culture, with all its mission and vision statements, needs to flow from the top of the pyramid. This flow should be so effective that everyone working for a particular organisation understands and applies such values. r. If the same does not happen, all that has been communicated is null and void 

Hence, to reiterate, organisational culture is what can be seen in the actions of the leaders. Leaders who walk the talk. Leaders who inspire the ones even at the  bottom of the pyramid to effortlessly settle into the culture. 

When people feel like they belong, are appreciated and are respected, so that there are little to no reasons to leave an organisation. However, a lot depends on how this belongingness, appreciation and respect is invoked and carried out. Everything depends on it. This is precisely where organisational culture steps in, in the actions of it all.

We live in an era where resignations are frequent and Generation Z is anything but consistent. Conversations about the gen’s disengagement at work are everywhere today. And, it is a big concern for organisations all across the globe. At the same time, this generation is also hyper-aware of the values and beliefs of the organisation they are employed in. They are less likely to invest their time in an organisation that has been scandalous or found to be untruthful and vague in the past.

Making it all the more necessary to create a base for a transparent, healthy and robust organisational culture. The upcoming generation of the workforce is radically different from their Millennial counterparts. The strategies need to change accordingly, moulding or establishing a strong organisational culture should be the target.

Today, salary package isn’t the sole criterion for choosing a company, thus making it crucial for organisations to develop a healthy organisation culture.The answer is not just to build a reputation through the quality of services and products of the organisation,t also requires the delivery people of these outputs to be on the organisation’s side. 

Building a firm organisational culture will help the employees to feel connected to the  vision, mission and values of the organisation. Tomorrow if the world forgets your services, someone somewhere will still be talking about the healthy organisational culture that exists in your workplace. 

It does take time for employees to adapt and become a part of the culture you inculcate but when that happens, the values and principles you desire manifest in the best way possible.For no matter how many variations of the ‘Hare and the Tortoise’ story come out, the first one will always be a classic. The slow and steady really win the race!

And, it’s time to begin that consistency.