STARING US IN THE FACE

82557371_d1By anyone’s measurement one can accurately state that the world in 2015 has had a rather momentous and unstable time of it; with a myriad of serious issues concentrating our minds, no doubt these will continue into the New Year, one would hope we can overcome some of them and see more sunlightdeveloping.
In economic terms the same can be said about many countries who seem to be still struggling with the effects of the global financial crisis in2008 which has stymied world growth in fact has brought some economies to its knees.
In terms of people and optimism together with levels of engagement we find are dropping at an alarming rate in countries such as Australia and the USA.
This indicates that perhaps companies and organisations are overlooking the necessity to apply themselves to what can become a massive problem over the next few years. Taking into account in less than seven years we shall transition one generation from the workforce the consequences of the loss of valuable knowledge and intellectual property, the question to ask is “How do to get optimism and engagement back amongst our people”
Unfortunately to date we have not performed well although there has been  some success stories; the majority of organisations have failed to reverse the trend. In mitigation it can be said that external influences have jaundiced some of their efforts.
In response to that defence rather than rely on statistics and surveys I personally have physically gone out to speak to people in a whole cross-section companies and organisations; to my horror what I found was rather shocking with strong feelings being expressed regarding the relationships between the parties. Sentiments about trust, frustration about not having a voice especially amongst middle managers (who are supposed to be the first lieutenants of their respective businesses). It appears we have lost the ability to pick the mood of people who work for us furthermore to introduce measures to correct the situation.
Some blame should be attributed to the education sector who perhaps are guilty of the same behaviour of not looking beyond the need for the sort of tools and doctrine appropriate for the continuous changing environment.

Too much emphasis on such things as Leadership education which whilst is important is not the placebo for our current and emerging challenges! The answer is to pursue new and initiative ways how we engage with people.

The view that is from a monetary view investment in such a strategy will not yield good returns, strong evidence suggests the contrary.
Any day of the week turn on your television, scan the Internet on a daily basis and you will find many eminent sources proudly proclaim that our human capital as it is called today is vital to our futures, it has become an empty mantra. It is actually true but do we really believe it or is it just something to say along with other management jargon that has emerged today. I have no problem if that is a heartfelt belief organisations and professionals hold but is becoming tiresome when this is not backed up by real actions. I would rather people came out and stated that it’s just too hard a nut to crack and they see other priorities in their to do lists, that is their choice.
My call to action is that we all examine in 2016 how we work towards a situation where we can restore some confidence and engagement in the people we work with to build once again positive attitudes where we all can benefit.
As always less words more action.
Ken Wood
People Specialist, Interventionist.