By Jane Sunley, Author + Founder of Purple Cubed Leadership isn’t just about the inspirational and visionary CEO; it’s about everyone. To the person on the front line, their line manager is the leader, exemplifying what the company is all about. Therefore to have at shot at handling change successfully, organisations must create highly engaged leaders at all levels. The middle management layer is critical – it can form your most active conduit, or it can become your greatest barrier. Imagine a team leader who articulates, transparently and in a supportive, positive way versus one who is full of doubt [...]
Change series (#4) Why employers must change their attitudes to mental health at work (a three-minute read)
By Jane Sunley, Author + Founder of Purple Cubed According to a study by Deloitte, poor mental health costs employers between £33bn and £42blth every year, with an annual cost to the UK economy of between £74bn and £99bn. Yet even today employers who proactively support mental at work are in a minority – this must change. ‘Thriving at Work’, the Stevenson/Farmer review of mental health and employment sets out what employers can do to better support all employees, including those with mental health problems, to remain in and thrive at work. Deloitte’s analysis shows that investments made in [...]
By Jane Sunley, Author + Founder of Purple Cubed For some reason we’ve been experiencing an increase in requests to facilitate 360-degree review. This form of employee feedback provides a holistic view of an individual through feedback (normally given anonymously) from his or her manager, peers and direct reports, and sometimes external sources such as clients or suppliers. In an age of transparency where trust and openness are key, we’re not fans. People should be learning how to be honest and open with each other on an ongoing basis and operating in a culture and environment where that is [...]
Organisations spend lots of time and money on tools to help them select and recruit the right person. However, unless the new starter is integrated into the workplace then these efforts could well be wasted. An engaging and thorough Induction (onboarding) is a must. This time is crucial and is often the most lasting impression the employee is going to have of the organisation. A good induction has a major impact on retention with many people deciding within the first 100 days if they are going to stay long term or they’re already planning their exit to leave you. [...]
It’s that time of the year again; when many employees disappearing en masse to, dance, eat and drink the Summer away at festivals around the UK and Europe. With the dramatic increase in festival options, these events have begun to pose challenges around absence, productivity and engagement. Here’s our handy guide to help employers plan for the festival season.
By Jane Sunley, Author + Founder of Purple Cubed Mentoring young people, I’m observing first-hand the consequences of ‘early generation pause’. Generation pause is a buzz phrase to describe how, for today’s young adults, rites of passage and major life events are put on hold. Typically, the term refers to personal events such as leaving home. For example, one in four young adults (aged between 25 and 34) live in the family home; that’s a 23% increase in 20 years (ONS). One in ten believe they may never be able to afford to marry. A quarter of those aged [...]
Many businesses are finding it really difficult to adapt to change fast enough. Economic tensions, environmental challenges, political fragmentation are the language of the modern economy and it’s causing great uncertainty and volatility all round. And as technology and globalisation continue to advance, the speed of change can only increase...
Over the years, we’ve commented on transactional versus transformational HR. In the same vein, there are transactional versus transformational organisations, with their respective transactional versus transformational leadership. The transactional companies are doing thing right (playing to the rules, following convention, concerned with process and avoiding risk), whereas the transformers are doing the right things, tackling change head on and embracing creativity, talking calculated risks and, in general, allowing people to try things out in order to innovate. In the past business was, in the main, transactional; leadership was autocratic, traditional in structure, hierarchical. Now the world has changed; life [...]
For change to succeed, it’s important to articulate a clear strategy. At a basic level, the business strategy enables a universal understanding of where the organisation is aiming to get to and the top line on how this might be achieved. If this is in place, it can act as a sense check when decisions are made and will also provide a steer when things don’t go according to plan. No strategy should be so rigid so as to inhibit adaptation and growth, yet many of our research interviewees felt that their strategy documents were so long, complex and [...]
An organisation’s cultural DNA forms a core from which everything else flows (or should do). It defines what your organisation stands for, on what basis decisions are made and regulates how things are done. A positive and healthy culture will play a major role in the success or failure of change (and remember it’s estimated that 70% of change projects do indeed fail). This is because if everyone is aligned in their purpose, thinking and behaviours, it’s far easier to engage them in the journey. They’re also far more likely to help keep things on track and raise any [...]