Find out why the best organisations are getting back to basics
There’s no room for flabby businesses today, even those that weathered the storm are cutting back on essentials. This month’s editor, Andrew Jackson, looks at what you can do to improve your bottom line. Read the full article Getting back to basics
Also featuring in the October strategy digest…
The bitter pill of spending cuts
How to successfully move up in the world
How to ensure your legacy
To receive your own copy of the monthly Inside Track strategy digest, register now at www.stantonmarris.com
I recently read an article about how Sony Pictures gets more out of people by demanding less. I was intrigued to find out that burnout and employee disengagement were the major contributors, and that helping them manage their energy not their time turned this around. A shift in the way leaders manage employees, viewing them as human beings not computers, and investing time in meeting their core needs helped people feel more energised and inspired to be able to cope with personal and corporate demands. Interestingly the single biggest derailer is not having full sponsorship and engagement from the leadership
After 10 years and many fond memories of our Fitzrovia townhouse, we’re moving to a restored warehouse in the historic area of Farringdon, close to Smithfield Market.
From Monday 6 September 2010, our new address and telephone number is:
24 Greville Street
Tel: +44 (0) 203 008 4461
We’ve chosen a new space to support our new way of working which is to provide flexible support for our clients in close collaboration with our network of associates and affiliate partners, whether it is from our London ‘hub’ or internationally.
We have also updated our website, so please do visit us online at www.stantonmarris.com
I’ve been thinking of the application of sports psychology to work situations. The particular tip I’d like to share is the pause to regroup, gather one’s thoughts, settle one’s emotions, and clear the mind from the last activity to better face the next task.
Try these exercises to refocus yourself and your colleagues:
If you’re in a meeting and it’s clear that individuals in the room are still fighting other outside battles in their heads, ask them to take five minutes to follow you on an exercise. Ask them to choose a word – any word – that has positive or neutral
We’re delighted to announce that our client, The London Borough of Lewisham, has recently scooped an HR Excellence Award. They have just been announced as the winners of the 2010 Outstanding Employee Engagement Strategy award.
We have worked hard with Lewisham on developing the ‘Lewisham Way’ to help engage their people and promote employee participation and breaking down barriers. So we’re thrilled to see all the hard work recognised by the HR annual awards.
The judges said Lewisham showed “genuine involvement from employees at every level – proper engagement, not just for the sake of it”.
Nearly every client meeting at the moment touches on conversation that managers may find difficult – communicating downsizing programmes and redundancies, or just the need to manage general uncertainty and anxiety that can affect performance.
When emotions are involved, too many managers handle the conversation badly, or avoid it altogether.
We use a simple, effective tool for communicating high-concern messages, known as ‘The six Cs’. Of course there’s a skill to how you use them, but if you follow them in order, you can be sure you have at least touched all the bases:
Care – show empathy with the person/people receiving the