Boards and Culture: from Compliance to “Rocket Fuel”
What’s an “employee” in 2030? (Or pretty much now...)
It’s not just #metoo that has company culture rising as a Board level concern.
This time last year HBR devoted pretty much the entire issue to culture, with definitions, models, frameworks (as only HBR can do…), and the direct connections between culture and outcomes.
Long a soft and squishy notion championed by HR and some renegade, ahead-of-their time CEOs (Patagonia’s Yvon Chouinard comes to mind), the importance of culture is no longer a question. The question is what to do about it. How to begin, or do more. How to hardwire healthy culture into the fabric of the business.
Marketers and PR people: Employees are your new best friends
Work that chases workers?
Conversation strategy bots?
“Organizations are a kind of technology on the verge of disruption.”
Have you met Devin Fidler? I did a couple of weeks ago, when he spun our heads around at the Human Resource Leadership Forum’s session talking about The Impact of New Technologies on Society and Work in 2030. Devin is the founder and CEO of Rethinkery Labs, a research and consulting firm that is “is leading the definitive investigation into the forces shaping future companies.”
Gratitude is a superpower. Appreciation expresses why. Recognition shares it.
It happens all the time. A big announcement, a new campaign, and everyone forgets to tell employees until the last minute, not to mention involving in the planning in the first place.) And then it's a half-assed effort that lands with a thud or worse, at the minimum, squandering a tremendous brand authenticity and awareness opportunity.
Some communications agencies get it, and Greenough Brand Storytellers is one of them. I was talking with Jamie Parker and Phil Greenough recently. Here's some of what we hashed out.
The One Thing to Know about Gallup’s New State of the Workplace Report
At this time of year we naturally take stock and think about what we’re thankful for. What we’re grateful for. What and who we appreciate. We recognize what matters to us.
Gratitude. Appreciation. Recognition. Let’s have more of all, please. But what’s the difference, actually, it occurred to me to ask, especially in the context of the organizational culture and communication work I do. What is gratitude at scale, so to speak?
“Be well.” At scale. My conversation with Mari Ryan.
The just-updated Gallup State of the American Workplace report is out, all 214 pages of it. And we’ll be quoting its employee engagement factoids and workplace trends non-stop as we have with its 2012 predecessor. (Spoiler alert: engagement rate is stagnant from the 2012 report, with still only a third of U.S. employees engaged; 51% indifferent; and 16% actively working against the organization.) It’s a valuable accounting of what matters and works (and doesn’t), and do read it all when you can.
I’ve read the whole thing and was in the process of summarizing it for myself and my clients but realized two things.
Four Enablers of Employee Engagement (H/T Glassdoor)
It's really simple: Employees who experience higher levels of well-being = higher performance well-being for the organization. And then there's the virtuous circle of engagement <-> well-being...
Mari Ryan, founder and CEO of Advancing Wellness, and I are in wild agreement about the role of employee engagement in wellness program success (and overall organizational performance.) Mari and her team help organizations walk the well-being talk, with program design and operating strategies that flatten healthcare costs, improve morale and increase engagement. She’s a petite powerhouse I’ve had the pleasure of getting to know recently.
A Cool Way to Ignite Change
The truth hurts. And it’s really inconvenient, especially when employees have so much to say. And so much they want to hear from leaders. Here’s the convenient part: it’s really clear what it takes to truly engage employees. Today’s Glassdoor webinar, “Four Enablers of Employee Engagement,” provides a good summary for taking action. No blinding “aha’s,” but a pragmatic view of what leaders need to understand and do to gain trust, attract and inspire the best talent. Here are the four and what I think you can do to move from “I get it” to “let’s do something about it.”
(By popular demand, this post is bit more about Bluefire and me (Janet) than I usually share. So thank you.)
Why the name “Bluefire”?
The blue part of a flame is the inner core, hottest part. Blue also feels cool and calm. So if you want to get something done, focus on what matters most and then ignite change.
What we’re solving and creating with clients right now?