This time it was at Microsoft’s premises in Lisbon, as one of the companies that invests more in the Accountability and Engagement of their collaborators.
After taking their breakfasts all the guests had the opportunity to share and discuss their practices and experiences in the Engagement area through a game. Guests from various sectors were present, particularly in the Banking, Insurance, Telecommunications, Retail, Construction, IT, Transportation, Media, Hospitals, Law Offices and Research sectors.
First Bright Concept presented the meaning of engagement, the small percentage of engaged employees on average in 148 countries (13%), the various results of studies on the impact on the organization and the employees, and what impacts the most employee engagement. For each of the levels of intervention, Bright Concept told what it has done in Microsoft and what it had been done in other companies.
Thus, at the business level, it was briefly explained and then offered exercises about the intervention of
- Creating a culture of Accountability and Corporate Responsibility
- Promoting a feedback and recognition at real-time with an App
- Assessments for recruitment and promotions of managers
At the leadership level, Bright Concept showed a number of ways to develop it, as leaders are responsible for up to 70% of their team Engagement results. Thus, it was described some forms of development in the area of
- Emotional intelligence
- Leadership for Accountability
- Strategic thought
- Coaching to employees
Employees also have responsibility in their own engagement, which explains the wide variety of engagement results within a team with the same boss. In this area, Bright Concept is strongly committed to the development
- Accountability and Corporate Responsibility of all employees.
In a game the guests had the opportunity, in teams, to present and discuss the various solutions that their own organizations use to ensure greater engagement of its employees.
Each team also raised an issue that they would like to see resolved. We highlight two of the issues that have emerged the most in the promotion of greater engagement:
- How to ensure that Executive Committees or General Management are more involved in the ongoing promotion of engagement?
- How to overcome the 18-month barrier to turnover of younger employees?
The game teams also voted for the team that gave the best ideas and asked the best questions and the prize to the pronounced winner was a discount in the value of the participation in the next Accountability Leadership Open Program to be held in Lisbon on June 20 and 21.
According to the guests it was a very good and inspiring start to the day!
Businesses ask for team coaching usually for 3 reasons. It may be because they have a crisis or a conflict within a team. Or because they have a motivation or team productivity problem. Or the team has a bigger challenge, a new big strategic project, and realizes that with the current way of thinking and acting it will not be able to meet the challenge.
In the first case we work on the positive skills of the team. These include communication, respect for diversity, trust and optimism. To work in this area we use the Collective Emotional Intelligence model, the Positive Intelligence model and the MBTI Personality model. The team focus on how its members treat each other and how they interact. The impacts of team coaching in this area are very noticeable, increasing the performance of the team through the team climate. ROI is high and can be calculated, for example, through the profitability of previously delayed projects in the team, retention of talent or increased innovation in the team.
In the 2nd case, we work the forces for productivity.
These forces focus primarily on goals and strategy, alignment, accountability and engagement, and we rely heavily on the Partners In Leadership Accountability model. With these interventions the results are even more noticeable and easy to measure, since in addition to improving the social climate, there is a very significant impact on production and sales.
In the 3rd case the goal is usually even more ambitious, and team coaching is designed to make the impossible possible with the current way of thinking and acting. The Coach’s work is wider because it is usually intended to make a change in the various teams of the organization and is deeper because they have to change beliefs. It is now an intervention at the level of culture. For these situations we use the Partners In Leadership culture change model where we alternate between Team Coaching and Team Facilitation. In these interventions the ROI is even higher because the ambition of the team is greater and what is at stake is of a generally very significant value.
Note that in all these formats, team coaching only has these results if the team leader accepts that the change also involves him and if there is a collective desire to improve the team.
When these conditions are met one can expect a surprising collective focus and energy and transformational results. It’s a valuable investment that becomes even more noticeable when measuring the Program’s ROI. The kind you have to see to believe it!
Isabel Freire de Andrade – CEO Bright Concept
Culture is always working, 24/7, sending clues to people about how they should think and act at work. Culture tends to be hard to change and generally is only put into question when new results are needed. Makes sense: the same old mindset will only get you the same old results.
If your organization needs to accelerate growth, make a fast change, merge or expand, reinvent itself to seize an opportunity or simply have more positive results, you will have to manage the culture to get there.
What do you do when you have to make changes to achieve new results? Do you introduce new action plans, new rules, new procedures? Or do you restructure? Restructuring is the path most managers take but mostly they end up realizing that nothing has changed in the way people think. That happens because restructuring processes tend to focus on the surface – in changing the way people act. But when we focus only on actions we end up using a “coercive” change strategy based on forcing people into doing what we want them to do. And they do it – until the pressure if off and everything goes back to how it used to be.
Do you think you can force someone to change their thinking or their beliefs? Of course not. You have to change their experience so they can choose to change their beliefs.
Changing the way employees think and act seems impossible for most managers but with the Partners In Leadership methodology it isn’t. This methodology has been responsible for quick culture changes and results boosts for many organizations worldwide and we represent it exclusively in Portugal.
According to this methodology, to change people’s actions we have to change their beliefs about what they should do and how they should do it. These beliefs or ways of thinking originate in experience. To simplify: experiences create beliefs, beliefs drive actions, and actions produce results. Therefore to change results we have to start by changing people’s beliefs, according to the Partners In Leadership model. Unlike what happens when we focus in actions, when focusing on beliefs and experiences we tend to use a “persuasive” strategy of change based on helping people to fully invest in and take ownership of change.
When this happens a transformational change is achieved. You will no longer have to tell people what to do. They will have internalized the change and will be able to put their heart and mind into it. When people only change actions, it is only a transitional change, which will not last long.
Are the changes you need in your organization transformational or transitional? If you need a transformational change, dedicate yourself to managing the culture or the culture will be managing you.
Isabel Freire de Andrade
Partner da Bright Concept
Last Thursday, Bright Concept organized a breakfast debate at Academia de Golfe de Lisboa. The topic to be debated? Diversity Management.
Most of all we were pleased to welcome an excellent turnout, which translated in the presence of representatives from 15 companies who shared good practices that symbolize their bet and dedication on the road of diversity.
We had the pleasure to welcome the President of CIG – Comissão para a Cidadania e Igualdade de Género – Teresa Fragoso, as well as Ana Almeida e João Paiva, experts from CIG in promoting gender equality and diversity management and Bright Concept consultants on those same topics.
Diversity management is an increasingly pressing issue in today’s business landscape due to the coexistence of different realities – in terms of generation, gender, ethnicity, culture, sexual orientation, among others – in the workplace. Therefore we wanted to approach this subject in order to fuel the discussion and provide our input on this immensely abroad topic.
Our work on this matter divides in three fronts of action: consulting, training and communication.
As far as consulting goes we focus on processes to implement Diversity Management starting with diagnosis.
In the training department, we offer awareness sessions and a range of workshops related to the subject – such as:
- Gender equality
- Dealing with different cultures
- Different personality types in a team
- Managing different generations
As for communication, we offer dedicated consulting in both internal and external communication strategy and means to optimize diversity.
Through these three fronts we hope to help companies not only meet the requirements of recent legislative changes, but mostly to contribute in paving the way to a more inclusive and respectful business world.
That is why it was a great pleasure for us to welcome such a rich group of people in this event which was marked by the sharing of ideas and prospects for future actions.
What about you? What is your next step towards a bright diversity management?
It’s in you!
Será que o tipo de escritório afecta de uma forma significativa o desempenho e o engagement dos colaboradores?
Vejamos primeiro qual o impacto do espaço de trabalho nas necessidades atuais das pessoas no trabalho. Tal como as pessoas têm necessidades básicas na vida como a comida e a segurança, as pessoas têm diferentes necessidades no trabalho. A Steelcase propõe uma pirâmide de Necessidade no Escritório onde as necessidades básicas são a tecnologia com o acesso a computadores e a wifi, depois vem a necessidade de variedade de tipos de espaços que suportem diferentes tipos de trabalho, em terceiro lugar vem a permissão para usar espaços informais e no topo estão as necessidades de bem estar físico, cognitivo e emocional. Um estudo que foi feito nesta área revelou que a maioria das organizações só está a satisfazer as necessidade de tecnologia e a permissão para usar espaços informais, ou seja o 1º e o 3º nível de necessidades. As necessidades de variedade de tipos de espaços que suportem diferentes tipos de trabalho e as necessidades de bem estar físico, cognitivo e emocional não estão a ser satisfeitas segundo a maioria dos colaboradores estudados
Relativamente à Variedade de espaços que permitam relações pessoais, privacidade e conforto, 53% das pessoas inquiridas diz que não consegue encontrar o tipo certo de espaço. As empresas optam muito pelo open space que é uma organização do espaço interessante para a metade de pessoas extrovertidas e para tarefas que requerem muitas relações pessoais. No entanto esta forma de organizar o espaço dificulta muito o trabalho focado, aumenta a distração e cria muita ansiedade à metade de pessoas introvertidas. Isto não quer dizer que se volte aos gabinetes. Os open spaces devem continuar a existir mas também têm de haver locais com privacidade, sem ruído e livres de distrações.
- O que é importante é a possibilidade de os colaboradores escolherem o espaço de trabalho que combina com a tarefa que têm em mãos – se necessita de foco ou se necessita de colaboração
O estudo que a Steelcase fez em 17 países revelou que os colaboradores que tinham controle sobre onde e como trabalhavam e eram livres de escolher o tipo de espaço estavam 88% mais engaged no trabalho.
Em relação ao Bem estar físico, cognitivo e emocional as pessoas dizem que não estão satisfeitas e as queixas principais são sentirem-se isoladas mesmo quando estão no meio de muitas pessoas e sentirem muita ansiedade – as duas epidemias do Séc XXI. Algumas formas das empresas aumentarem a satisfação dessas necessidades, são:
- Dar espaço para os colaboradores se movimentarem para o cérebro ter uma maior performance um aspecto – O cérebro é regenerado por movimento corporal, sendo que o movimento leva a novas ideias. É por isso importante pôr-se de pé, variar a postura ao longo do dia, alternando entre sentado, em pé, estendido, a andar. Para além disso, as pessoas gostam de mudar de espaço de trabalho pois quebra a rotina, reativando o cérebro
- Dar espaços de descanso, com luz natural e de preferência com vista para a natureza que lhes permita ter momentos de mindfulness para ficarem com cérebros mais resistentes e menos stressados, aumentar a clareza e a inspiração.
- Facilitar os encontros entre pessoas, física e virtualmente, com lounges, videoconferências, quadros brancos para trocarem mensagens sem ser online.
- Transmitir a cultura da empresa de uma forma consistente e visível no espaço de trabalho. Por exemplo, se a cultura da empresa é de inovação, então deve haver a facilitação dos encontros pessoais e deve haver um ambiente que promova a imaginação e o conhecimento com várias formas de arte, padrões distintos nas paredes, bibliotecas e decoração com algo de “louco” ou out of the box. Se o mindset for flexibilidade ou adaptabilidade, o design do escritório deve facilitar que as pessoas mudem de local e de perspectiva. Assim pode deixar de haver lugares fixos, passaram a só haver portáteis e pode haver paredes amovíveis.
A preocupação crescente das empresas em facilitar estes locais de trabalho que ajudam as pessoas a dar o seu melhor tem muito a ver com a guerra do talento que está a levar as empresas mais competitivas a focarem-se em dar experiências aos seus colaboradores com o mesmo grau de qualidade das experiências com os clientes. O espaço físico transmite a cultura da organização quer seja intencionalmente ou não e vai impactar fortemente na atração e retenção de talento. Os RH passam assim a ter uma importância maior e a intervir em áreas novas, tais como a design do espaço de trabalho.
Are you tired of talking and giving orders without anything ever coming out as you asked? Do you get the impression people around you aren’t listening? Do you feel as though you are not valued by your team and peers? Do you feel your authority is questioned?
And did you figure out by now that fighting people to get your way usually gets things done anyway but your way?
In today’s corporate world it is necessary to find a strategy to attain goals effectively and fairly while maintaining healthy work relationships – a strategy that doesn’t rely solely on the power that comes with your position or status in the company.
More than ever the need arises to captivate. That is working towards goals while – and not at the expense of – building constructive, motivating and lasting relationships and maintaining your team’s wellbeing. That is the difference between a boss and a leader. And you can guess which one companies and teams need.
As Ken Blanchard put it: “The key to successful leadership today is influence, not authority”.
The Positive Power and Influence® program opens the door to the whole new world of influence’s true power. It allows you to:
– Understand the concept of positive influence;
– Be more aware of yourself – your areas of improvement, your strengths and how to use and build on them to become the most effective and genuine version of yourself;
– Know your impact on others and how it can bring you the much wanted positive results – even in challenging situations and always assuring the relationship isn’t impaired.
This program is based on the Situational Influence Model and is composed by 4 different moments:
1. Diagnosis, to assess influence behaviors through a 360º evaluation using the ISQ – Influence Styles Questionnaire.
2. Two day workshop.
3. One executive coaching session (optional).
4. One year access to the ISQ to assess evolution.
Know more about the program here and join us next March 15th and 16th in a journey with the ultimate destination: attaining positive results through influence and keeping everyone happy while you do it!