Let Them Chase Those Dreams

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Let Them Chase Those Dreams

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Ian Borges
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Everyone always believes retirement is when they’d have more time to do what they’ve always wanted to do. People don’t have the time, energy or the money to pursue their personal aspirations during their prime years. So, they box up their dreams, like learning to play the guitar, writing a book or going rock climbing, and label them for post-retirement. However, these dreams often fail to get realized because priorities change by the time retirement rolls around. People might not have the same level of energy or they might not be healthy enough to pursue their goals.

The Nonsense Behind Semco’s Transformation

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The Nonsense Behind Semco’s Transformation

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Ian Borges
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Meetings are the lifeblood of every organization but increasingly, there have been rousing battle cries to do away with meetings, which are considered a drain on resources and time. Yet, not all meetings are created equal. Welcome to "Heavenly Beekeeping"! Companies excel at setting multiple meetings when it concerns profits. Unfortunately, other important aspects of the business don’t get discussed properly although they have a direct bearing on how the business performs. Topics that focus on motivation, participation, and integration amongst people - all of which have a long-term impact on company performance - are overlooked because of the short-term focus on the bottom line or meeting shareholder interests.

All Work And No Play Makes Anyone A Dull Employee

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All Work And No Play Makes Anyone A Dull Employee

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Ian Borges
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In the corporate rat race, it’s important for people to take a breath, pause and celebrate the good things in life. Besides creating a fun, positive environment at work, it also makes employees feel like they are there not just to work, but to interact and build meaningful relationships as well. People are responsible and fun at home and there’s no reason why they shouldn’t be the same way at work. Keeping it too formal and engaging only in official activities often dampens the positive attitude in the workspace.

People And Companies Thrive In Small Groups. Here’s Why.

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People And Companies Thrive In Small Groups. Here’s Why.

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Ian Borges
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Dunbar’s number is that magical number that gained prominence during the rise of social media when suddenly, popularity was the number of friends you had on Facebook. Dunbar’s number, which is 150, suggests that it is challenging to build meaningful relationships beyond this number due to how our brains are structured. While social media may suggest that you have 3000 friends, they are going to range from someone you met an event to your friend you meet every week. More often than not, your core group is likely to be a number lesser than fifteen. A number greater than that makes it difficult to maintain a level of quality in relationships and interactions.

How Semco Introduced It’s Participatory Culture

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How Semco Introduced It’s Participatory Culture

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Ian Borges
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Often, in big companies, employees feel sidelined. Yes, they have jobs and tasks on a daily basis but don’t feel inspired or empowered enough to go out of their way and accomplish bigger things. This is because the decision-making power in companies usually rests with a very small number of people, who don’t like sharing their power. Managers often feel like their employees aren’t ready enough to make important decisions. When Semco realized that employees feel empowered only by empowering themselves, they planned to open up the space for others to make decisions on behalf of the company. When they decided to do this, they did not involve the managers and supervisors in the process because they knew that these people would be the first to protest.

When Too Many Cooks And Spoiled Broths Aren’t Such A Bad Thing

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When Too Many Cooks And Spoiled Broths Aren’t Such A Bad Thing

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Ian Borges
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In most traditionally structured organizations, you find decision-making responsibilities vested with a select few people. It’s either the managers or the top-level leaders who get to make the final call. They make the decisions, which ultimately filter down to each level in the company hierarchy. Which explains why managing in these conditions can be highly stressful. The responsibility of the decisions weighs down on the shoulders of the individuals who make decisions. And, when mistakes happen, as they inevitably do, the blame falls squarely on the decision-maker. The traditional system forgets to acknowledge that everybody - no matter how accomplished - will make a mistake at some point, even when they’re acting in the best interests of the company.

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