In conversations with managers, I often hear people say something like “Well, I can’t help myself, that’s who I am, I’m” an engineer / a finance person / a lawyer, etc.
I share Stephen Fry’s consideration in The Guardian:
“We are not nouns, we are verbs.
I am not a thing – an actor, a writer – I am a person who does things – I write, I act – and I never know what I am going to do next.
I think you can be imprisoned if you think of yourself as a noun.”
… any more than finding a recipe will make you a great cook.
Bill Bennett reflects on the writings of Alfred North Whitehead on learning. He ends up dismissing the pursuit of “best practices” as secrets to success in favor of a culture of discovery:
- Design your organization so that it develops new capabilities;
- Make it your job, as a leader, to help your organization be better at learning;
- Structure your organization so that your people must engage with important, unsolved problems.
- Establish routines that allow for failure and reward those who try to discover;
- Build a culture that values discovering over knowing, becoming over being;
- Lead by design.
And don’t forget the secret: There is no secret1
Millennials want the same things from their employers that Generation X and Baby Boomers do:
- Challenging, meaningful work;
- Opportunities for learning, development and advancement;
- Support to successfully integrate work and personal life;
- Fair treatment and
- Competitive compensation.
And all three generations agree on the characteristics of an ideal leader: a person who
- Leads by example, is accessible,
- Acts as a coach and mentor,
- Helps employees see how their roles contribute to the organization, and
- Challenges others and holds them accountable.
Full article here.
Friday 4 January 2019 is “Fat Cat” Friday. In just three working days, the UK’s top bosses make more than a typical full-time worker will earn in the entire year, according to calculations from independent think tank the High Pay Centre and the CIPD, the professional body for HR and people development.
The average (median) full-time worker in the UK earns a gross annual salary of £29,574. “Fat Cat” Friday recognises that in 2019 the average FTSE 100 CEO, on an average (median) pay packet of £3.9 million, only needs to work until 1pm on Friday 4 January 2019 to earn the same amount. The £3.9 million figure was calculated by the CIPD and the High Pay Centre in their 2018 analysis of top pay and it marks an 11% increase on the £3.5 million figure reported in their 2017 analysis. The pay increase means that FTSE 100 CEOs, working an average 12-hour day, will only need to work for 29 hours in 2019 to earn the average worker’s annual salary, two hours fewer than in 2018.
The CIPD and High Pay Centre are highlighting the problem of rising executive pay in a new report launched today. The report, RemCo reform: Governing successful organisations that benefit everyone, identifies the shortcomings of the remuneration committees (RemCos) charged with setting executive pay and calls for them to be significantly reformed. In particular, it highlights:
- the myth of ‘super talent’ as a factor that continues to drive excessive pay with one remuneration committee chair commenting: “It’s nuts… and nuts has become the benchmark”.
- how there needs to be much greater diversity among those responsible for setting CEO pay, both in terms of their ethnicity and gender, for example, but also their professional backgrounds and expertise in order to combat ‘group think’.
- how current pay mechanisms contribute to the problem of high pay. In response, the CIPD and High Pay Centre recommend replacing long-term incentive plans (LTIP’s) as the default model for executive remuneration with a less complex system based on a basic salary and a much smaller restricted share award. This would simplify the process of setting executive pay and ensure that pay is more closely aligned to executive performance.
The CIPD and High Pay Centre are calling for RemCos to ensure that CEO pay is aligned more appropriately to rewards across the wider workforce and that their contribution is measured on both financial and non-financial measures of performance.
Whole story here.
The concept is simple. Employees no longer have personalized email addresses. Instead, each individual posts a schedule of two or three stretches of time during the day when he or she will be available for communication. During these office hours, the individual guarantees to be reachable in person, by phone, and by instant messenger technologies like Slack. Outside of someone’s stated office hours, however, you cannot command their attention. If you need them, you have to keep track of what you need until they’re next available.
On the flipside, when you’re between your own scheduled office hours, you have no inboxes to check or messages demanding response. You’re left, in other words, to simply work. And of course, when you’re home in the evening or on vacation, the fact that there’s no inbox slowly filling up with urgent obligations allows a degree of rest and recharge that’s all but lost from the lives of most knowledge workers today.
This is from an HBR article by Cal Newport. You can and should follow his blog.
I want to hear what you think… particularly the ways in which you can make this (or some version of it) work. Drop me a note using the “Contact me” button on the ruler.