70 STASHED IDEAS
And seasons change. When companies react negatively to an employee leaving or take it personally, they do a disservice to that person's work and makes the end of that season seem like a failure instead of an exciting step forward.
Companies have to normalise employees leaving, starting from the top down.
The point of a manager is to set your employees up for success. If you are an excellent manager, it means that your people will grow out of their current role and be promoted or take a job elsewhere.
To make employee departures a cause for celebration, we need to see them as whole people on their own journeys.
To help normalise departures, establish transparency around the employees' career goals in relation to the organisation's goals.
When a manager regularly zooms out and look at the big picture of what the business needs from the employee and where the employee wants to go in their career, they'll know when the person's career goals are diverging from what the organisation needs.
Many departures of employees happen when expectations aren't met.
Managers should clarify their expectations of the employee often, such as meeting deadlines or response time to client communication. Employees should also communicate their expectations of the job with their manager, such as not answering email after-hours. If expectations can't be met on either end, there's probably a better fit out there.
Millions of people voluntarily leave a job every month, we still consider it taboo.
Many companies still think that employees will stay for 10, 20, or 30 years if they take care of their employees. But it is a myth. Today's workforce doesn't just show up to pay the bills. They're working toward bigger career goals that will eventually lead them elsewhere.
Great innovators are known for risk-taking and experimentation. But optimising needs a different skill-set that relies on refinement and efficiency. It is then rare to find people that can innovate and optimise.
A typical story is that a founder launches a startup, successfully grows it through the initial stages, then gets replaced by a more experienced CEO. However, the best results are produced when exploration and exploitation coincide.
The key to success is to balance exploration and exploitation.
Many organisations focus on the exploitation of their historically successful business activities while failing to explore new territory to improve their long-term success.
Startups are in the exploration phase and change to the exploitation phase when they become mature businesses. It can be a costly mistake when they are unwilling to switch back when needed.
Disruptive companies are well-liked by investors and stakeholders, in this tough and cutthroat industry.
According to a study, 70% of startups fail, usually within two years of operation.
Four strategies for being a disrupter in this volatile industry:
Every company can benefit from big data, and insights using analytics. It is no longer a luxury option, but an important growth driver for the business.
Your company's life depends on market and customer data, and harnessing data can be its strongest asset.
Have a concrete and compelling vision that attracts the right people who are smart enough to push it forward and turn it into reality for you.
Invest in people, give them the right skills, and build an environment of trust.
Just remember many companies started and flourished during economic downturns. If your idea is good enough, you don't have to worry about the economy and just keep building and refining your product or service.
There was a time when Netflix used to deliver DVDs on mail, but now they have disrupted the digital distribution of content. Google didn't have a viable business model till 2002, but now Youtube, Android, and its ads businesses are shattering records consistently.
We need to disrupt ourselves instead of getting comfortable in what we do now.
The companies which disrupt are the ones who adapt, remain agile, keep learning, and never get comfortable.
A healthy dose of ambition and drive is no doubt the key to success.
Defined as striving of an individual for status and achievement, ambition is particularly rampant in the corporate world, with managers wanting to climb up to the top of the corporate ladder.
Ambition can be individual or collective, and while collective ambition is great if one is able to channelize the same, individual ambition at the expense of the organization as a whole can be counterproductive.
For many people the need to be a knower is caused by shame and even trauma. Being the knower can get people out of difficult situations, and it’s easy to believe that being a knower is the only value we bring to relationships and work.
Knowing can also become a culture problem when only some people are valued as knowers.
"We define grounded confidence as curiosity + the willingness to rumble with vulnerability + practice. While armor is our greatest barrier to being brave, grounded confidence is the heart of daring leadership."
... or always being right is heavy armor. It translate into defensiveness and posturing. This is very common and most of us have some degree of knower in us.
Needing to know everything is a sad experience for the knowers and everyone around them, because it leads to distrust, bad decisions, and unnecessary, unproductive conflict.