LEADERS NEED TO RECIPROCATE TO CREATE

IF YOU WANT THE MACHINE THE FUNCTION...

...Focus on building strong teams through the people and then the mission.,..

How many times do managers sit up and make grand plans for their organizations, only to have those plans go up in smoke because they exclude the most important factor...

THE PEOPLE

The results would be surprising to most and although painfully obvious, many managers and higher ups don't really focus on the mission and vision as it relates to the employees that come into work day in and day out...

In the most recent Fortune Magazine commentary by Neil Grimmer of Plum Organics, "Here's What Happens When Employees Have Flexible Working Hours, he addresses the importance of group dynamics as it relates to achieving the organizational mission and vision.  Leaders have the task of identifying individuals with skill sets that mesh with the company mission, but in many cases fail to gain buy-in from those very same individuals.  Most managers rely on the salary and benefits as combining factors to gaining this acceptance of organizational responsibility, thereby missing the mark.  Without proper input from the people they hire, retention becomes a mute point because of lack of true loyalty.  

What must leaders of organizations do to gain the acceptance of mission and vision by their employees?  

RECIPROCATE

Leaders must be employee focused in terms of their benefit packages, identify working hours, (including flex-time), and really live by the mission/vision statements in order to maximize employee engagement.  Mission and vision must have purpose, coupled with people focused incentives that are more inclusive of employee input.  No purpose...No progress....

Well, that's all for now folks...Enjoy!

The Boss of all Bosses,,,
THE BULLY!

There is an old saying that states "we are adults once and children twice"...some bosses take this literally...

This holds no greater truth than in places of employment where the boss, supervisors and even co-workers, hold sway over the outcomes of employee's overall performance.  In an article written for the Harvard Business Review by Sherry Moss, entitled "Why Some Bosses Bully Their Best Employees", this topic is explored from a scientific point of view.  Essentially, the theory of SDO, (social dominance orientation), i.e. the fact that bosses have to exert a certain level of caste system workplace politics, forces not only the worst employees in "their place" in the workplace social pecking order, but also the best performing employees. 

 It is no wonder, incidents from subversive internal employee actions including lowered work performance, backbiting, gossip, etc., to high turnover and potential lawsuits, result from this type of behavior.  Well, what should you do if you are in this type of toxic workplace situation?

*Take good notes:  Make sure you record dates, times and incidents of such behavior.  But also keep records of your own work performance, ensuring your work speaks for itself.  

*Share your performance accolades with the supervisor, praising his/her ability to assist you in doing your job effectively.

*Supervisors of high SDO managers should be more cognizant of workplace politics, promoting the whole and not the sum of its parts.  Acknowledgement that workplace bullying will not be tolerated is key.  

*Workplace bullying must be recognized and not tolerated in the ranks.  Everyone in the workplace is valuable to the whole.

Well, that's it for now...peace and blessings....TPP!

WORKER DISSATISFACTION HAS MACRO CAUSES...

ON THE EDGE OF THE Organizational ABYSS?

Worker dissatisfaction and outside influencers!

In the latest Forbes article by Michael Bernick, the discussion of employee dissatisfaction although the economics speak to greater employment is brought to the forefront.  Here is a summation of the areas discussed.  This is a macro-economic view of the affects of low unemployment numbers as it relates to the employee:

POLITICS

1.  Politics has always been used as a hedge against high or low job performance numbers.  Essentially, political pundits view unemployment as never being high or low enough.

  

                                              HISTORY

2.  History predicates high or lows in job rates.  This is macro-economic.  Basically, a job rate cannot escape history.

                            EMPLOYEE CLASSIFICATION

3.  Employment is now based on worker classes such as "temp", "contracted" or "project-based" employee pools.  These worker pools fluctuate constantly.

                             ORGANIZATIONAL POOLING

4.  Low-wage jobs are as plentiful as the worker pools needed to fill positions.  Organizationally, people are hired, fired and replaced causing worker insecurities,

Who knew that we had to look into the numbers to get this type of perspective...This is the "Paper Pusher" signing off...

Did someone order the wrong model?!?!?!?!?!

THE PRICE OF ORGANIZATIONAL DYSFUNCTION

Someone ordered the wrong model?!?!?!?

Good day to all of the "PAPER PUSHERS" out there...I saw this and immediately thought of a boss that ordered its construction.  You see...it's not the fact that it was just thrown together, but symbolically, it represents what happens when management causes dysfunction in the ranks.  In a study done by the Workplace Bullying Institute, (2007),

" conducted quantitative analysis of over 350,000 employees throughout the United States, focusing the study on incidents of individual bullying to mobbing.  In partnership with Zogby International, the results were conclusive that “most (72%) perpetrators were bosses; most (55%) targeted individuals were non-supervisory workers; although 35% of those bullied were managers. Additionally, perpetrators enjoyed support primarily from higher-ranking managers (43% have executive sponsors), peer managers (33%) and human resources (14%)."

                                                                                                               WBI, (2007)

What is the end result to all of this bullying?  Things like poor organizational performance, distrust, and even worse.  We have to address behavior in society which extends into the workplace.  

Okay this is "The Paper Pusher"  signing out...

WELCOME TO ALL "THE PAPER PUSHERS"...Let's get rid of all the bad emotions...

Good day to all of my past, present and future "paper pushers". 

 This is the first in a long series of posts about what this whole "Paper Pushers" mindset was, is and is going to be for those who go on this journey with me.  The other day, I was looking through stacks of papers after a long and arduous journey.  I was hoping for inspiration and in need of guidance in regards to this latest endeavor.  So, I pick up this drawing from my youngest son and would you know that it precisely describes what "The Paper Pushers" blog addresses.  There are a range of emotions that come with making decisions in life and internal emotions become actions.  Those actions become consequences, (both good and bad). One other thing...why do we have to have more bad emotions popping up than good ones...just not right.

What this blog attempts to accomplish is to try to discover people, places and events in our lives that get rid of the bad emotions, focus on the good ones and ultimately, allow us to become better for those experiences.  Most people dream of that great trip, that fast car, that wonderful plush pillow, giving back or even just to find peace and quiet.

The idea of being a "Paper Pusher" is to use those required experiences, (work), to give us the opportunity to enjoy life, (play).  This is my attempt at meshing both.

What's good in work, if you cannot find time to enjoy the fruits of labor.

Ultimately, I hope we can provide a small bit of rest in the process.

Enjoy!