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Employees have better days. The once hugely popular “work to death” model has started down the Y2K path. Companies can no longer overlook employee well-being, and to move forward, taking risks leads to development, growth, and ultimately success.
Terrence Mauri
We had the pleasure of discussing some concepts related to risk-taking with Terence Mauri, a global expert in helping business leaders innovate, adapt and thrive in times of change. He taught me one of the most important topics for businesses to ponder.
“Taking risks is about learning, growing, courage, speaking up in silence, taking control, and feeling more alive and empowered,” Mauri said.
The phrase “if it ain’t broken, don’t fix it” is held together by school glue within the organization, but the hamster wheel keeps rolling for team members. increase. Executives and leaders have adopted the mantra of “rinse and repeat” in the workplace, but employees are more likely than ever to be overwhelmed and unhappy. (For some, it’s a case of being very overwhelmed).
Mauri believes organizations should take more risks to embrace corporate culture and employee experience. “Being bold and taking risks is less risky than doing the same thing over and over again. Most leaders and HR departments are stuck in a 20th-century mindset: ‘It’s always been done.’” Throw away the methods and relearn what you need. We are good at adding complexity, but we are biased towards subtraction and taking risks. “
Management needs to rethink what they do, where they add value, where they take risks and rethink relevance to pivot towards change. there is. This in turn can add growth.
Instead, leaders should create a team-like environment where employees can come together, learn from each other, share stories, and speak up. Some companies have already made the transition, creating a massive level of psychological safety in the workplace among their employees.
“By doing this, you not only unlock your return on investment, but you also increase your intelligence. Employees share stories to forget how it’s always been done. Failure is therefore a shame. It’s a badge of humility rather than what is an executive and what do we do to combat the culture of adaptability that is the default in most organizations? Can you? One of the best ways to defeat these forces of confusion is to be a learner, not a knower.
One of the other important factors is that there must be trust between the leader and team members. Trust is foundational, and when established and stable, more people are open to expression, imagination, innovation, relearning, learning, courage, development and growth. “Trust is the only human currency, and organizations must value truth, trust and transparency,” Mauri said. , you need trust first.
Mauri’s point about fluidity and continuous transformation was one of the things I enjoyed in our discussion. He believes these are important aspects of a thriving organizational culture.
Mauri shared a story about his Japanese work Henka. “Henka means continuous transformation and evolution in Japanese,” Mauri said. I was. Mauri believes that the future of work requires human-driven, technology-enabled, deliberately diverse, and purpose-driven organizational fluidity. So what am I missing?
In short, as Mauri puts it, the return of intelligence or ROI. The missing component is the cognitive organization that creates a culture to empower people with the right tools to tackle their toughest problems. “If you have an organization with high levels of return to intelligence, return to imagination, and return to integrity, you are creating an organization that attracts talent,” he summarized.
People want to know that they are making a difference every day, that their work is valued, and that they have a higher purpose in getting the work done. We need to give our employees more trust and take the opportunity to let them prove themselves. As a result, organizations can become institutions of development, growth, and success.
Autonomy creates a culture that is risk tolerant, demonstrating psychological safety, sees failure as an opportunity for growth, and values autonomy over control.
Do we belong and feel connected where we work? Ultimately, each of us should. Learning to listen to each other, pause, and work together can help usher in the changes needed for the long-awaited transformation of the workplace.
The ultimate goal is to have a culture of curiosity, not a culture of conformity. That’s where Mauri shines the spotlight in his research and analysis.
Watch the full interview with Terrence Mauri and Dan Pontefract below or Podcasts from the Leadership NOW Series.
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HaThe award-winning fourth book,lead. Care. win.How to become an important leaderAmy, the #1 rated thinker on Thinkers50. C. Edmondson, of his Harvard School of Business, calls this “an invaluable roadmap.”
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