Why You're Wrong About Self-Management

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Why You're Wrong About Self-Management

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Ian Borges
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Agile or self-steering teams are no longer restricted just to the realm of software or IT: Instead, it’s a new management mindset that’s finding more takers and believers every day. However, there’s a huge void between aspiring to become agile and actually being agile as an organization. A recent Deloitte survey of senior executives revealed that almost all respondents (94%) felt being agile and collaborative were among their top priorities to ensure organizational success. However, only a meager 6% of respondents could say that they were truly agile now. So, why the gap?

What Great Ideas Need to Survive

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What Great Ideas Need to Survive

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Ian Borges
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Businesses need ideas, not just for solving problems but also to keep growing. While most companies look outside for ideas, not too many look within. It’s a simple, yet, powerful way of empowering your employees and finding what the business requires at the same time. There’s never a dearth of ideas among employees, but it’s not all that easy for each of those ideas to see the light of day. That’s because people are often worried about bypassing authority to reach the relevant stakeholders; or, they simply give up after trying in vain to overcome all the bureaucratic red tape.

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.

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