Member Since: 9th Feb 2013
Director Bernadette Glass & Associates
26th May 2015
I love this article Andrew. Until we 'get' that people are not just robotic resources to make profits for a business - and to what end, employees will continue to respond accordingly? We need many more discussions about purpose - the point- of a business or indeed not for profit business where most of my work resides. And further more purpose of work and working with purpose will only take hold if we have purpose in our lives. We can't really switch on purpose at work if we are not living with it in our whole lives! Purpose goes deeper than outcomes and as you point out there is greater social and environmental responsibility involved and this engages workers far more than them being seen as a means to a profit end. People are our most valued resource and we profit only when this is understood and becomes the foundation of any business or not for profit purpose.
18th Dec 2013
This is a great article Jesse. Could it be that once we have drilled down to the hidden workload, which is usually about managing volume of work, learning to respond to others' behaviours and the constant changes that we are faced with, we are left with our own self responsibility? Sure our workplaces need to supply us with the resources etc to do our job well, however from my experience, the quality of my work and my responses to change and others' behaviour has much (not all) to do with the quality that I come to work with. My own ability to self care, consider my responses and reflect on these hidden areas is crucial and this is an area that does not see as much discussion as is necessary.
13th Dec 2013
What a refreshing article. The introductory quote says it all along with the example of engaging with the gardeners and labourers. It is the quality of our relationships, that in the end, forms the bedrock for the quality of our business, be that manufacturing to health or community services. The quality of the relationships described here extends far beyond the workplace. To see people for who they truly are - equal, amazing human beings without tags according to role or qualification, is infectious and as you described, is the most powerful ingredient in changing cultures and therefore, productivity. This is workplace wellbeing at true leadership at it's best And our world desperately needs such leadership. Thank you for sharing on this vital subject.
25th Jul 2013
These four facets of communication can also be used as a framework within an organisation or team to conduct reviews and or to break down and have a closer look at the context of the work environment. It is a great way of identifying where both the trouble spots and supportive spots lie. Asking colleagues or team members to take personal responsibility for issues they identify can be difficult at times when there is a 'whinging' tone from a particular person or a culture of negativity. Using this framework can be helpful and can often result in the problem being the dissatisfaction of the individual which is projected onto the organisation. Great framework that I refer to often.