Archive for November, 2018

Avoiding the Energy Crisis

November 21st, 2018

“Your energy is a valuable resource, distribute it wisely.” – Jay Samit

None of us are surprised to hear that when your energy levels are low, your work suffers. In fact most things suffer. Motivation wanes, productivity falls and efficiencies slow. Equally, failing to channel your energies in the right direction can also be just as problematic – distractions and frustrations abound with lots of energy expended for very little result.

As a consequence we often find ourselves facing mounting pressures and increasing demands – to which many of us typically respond by simply working longer hours. If I just do more, work harder, things will improve and I will get ‘through it’. When we don’t just simply ‘get through it’ we start to question our capability, purpose and impact. And, so begins a vicious cycle that if we aren’t careful can have severe ramifications for our health, career and relationships.

The problem with simply working longer hours is that you can still run out of them because there are only a fixed number in each day, week or year. Unlike time, energy though is a renewable resource that can be topped up when we know how. Knowing what depletes our energy and what refuels it is the key to developing healthy, sustainable work habits and supporting ongoing success.

As we race towards the end of the year, I would encourage you to think about how you manage and distribute your energy reserves. In doing so, you will not only enhance your opportunity to engage in meaningful work, you will maximise your efficiency.

Take a moment to consider where you sit on the above graph. Regardless of which quadrant you sit in, you need to understand why you are in that position.

If you are fortunate enough to sit in the ‘Fulfilled’ quadrant, you need to be clear about why you feel that way, what has helped you get there and what you need in order to stay there.

Conversely if you find yourself in one of the other three quadrants you need to determine why and what actionable steps you can immediately take to help you maximise both energy and productivity. Taking the time to critically reflect on the position you find yourself in opens up the pathway to higher level learning, deeper engagement and provides the platform for informed and confident decision making. It is also a critical exercise if you are to create a career and business you love.

Start by asking yourself these five simple questions:

What do I do and why? Nothing is more empowering than feeling aligned to your core purpose, talents and capabilities. The reality is that when you are inspired by what you do you are more actively engaged in your work and your business and you produce better results. Your purpose becomes your generator.

What daily habits fuel my energy? Of equal importance, is the ability to recognise those everyday habits that generate or rob us of our energy. Am I looking after myself physically, mentally and emotionally? Have I created healthy sustainable habits that will last beyond January and support optimal health in all areas of my life?

Am I bored or stuck in a rut? There is no doubt that routine kills energy. We all have things that we need to do but understanding how we can shake things up is important. Pushing the boundaries of our comfort zone more often than not also brings new knowledge, new networks, new opportunities and lessons that light a spark and fuels a passion for what we do.

Do I understand how my role and my skills add value to the business? We all like to know that our contribution is valued and how it impacts the overall success of our team and business. Initiating a conversation to understand what your value is or ways to increase it demonstrates a strong sense of accountability and desire to play an active role in both your own direction and that of the business you work for.

What relationships do I need to dedicate time and energy to? Too often one of our major blockers or causes of angst is between our key stakeholders and / or team members. Taking the time to understand individual work and communication styles is a critical part of not only developing our influencing and leadership skills but also to ensuring timely and effective outcomes.

As leaders, we face never ending pressures to do ‘more with less’ – less resources, less money and less people. Even with these ongoing pressures, most of us recognise the need to invest in our own and our employee’s knowledge and skillsets. However we also need to consider how we build and sustain capacity for ourselves and our people. Healthy behaviours and productive practices start with us.

As always I would love to hear your thoughts.

Completing the People Puzzle

November 7th, 2018

“It’s always the small pieces that make the big picture” – Author Unknown

It is no secret that business leaders and organisations are under enormous pressure to become more nimble and agile in how they do business if they are to grow their position in tomorrow’s global marketplace. As they face increased market volatility, changing workforce demographics, increased demands for flexibility and a constant demand to do more with less, understanding how to best leverage their ‘people capability’ in a timely and efficient manner will be critical.

Whilst we’ve often heard it said that the key to effective workforce planning is in ensuring that the right people are in the right place at the right time, doing so in a rapidly changing environment is often far more difficult and complex than anticipated. With many change processes taking lengthy times to deliver, it is not unusual for new business needs to emerge midway that require organisations and individuals to pivot or change direction. Doing so seamlessly though is the challenge!

According to the 2016 Hay Group report, Delivering Strategy Through People, direct people costs make up 40% of organisational costs. With almost half the workforce in complex, knowledge intensive roles that are key to the organisation’s success and profitability, the cost of getting the ‘people puzzle’ wrong is high. Whilst the phrase ‘right people, right place, right time’ certainly isn’t redundant, there is a view that it needs to be expanded to ensure that it remains relevant and impactful.

No longer are the ‘right people’ necessarily part of our organisational headcount. With access to the right talent and skills – and a growing self-employed and contract led workforce – accessing external talent pools for one off requirements and interim projects is often a very real and viable option. How we identify and engage the right people with these relevant skills in a timely manner is key and will require strong partnerships and relationships not only with our internal people but also those in the external market.

Where once the term ‘right place’ tended to refer to a geographical location, it is now more appropriate to consider what role or area within the organisation the skills are required. As we continue to move away from more traditional, hierarchical organisational structures to flatter more matrixed team based models, how we enable our people to move with agility and confidence into the ‘right place’ as required will be critical.

As businesses continue to navigate unprecedented amounts of change they will be required to make quick decisions around how they (re) deploy the skills and talents of their people if they are to capitalise on emerging opportunities or mitigate risk against market changes. To do this, they need an agile and resilient workforce that can nimbly move and respond at the ‘right time’ and are not change adverse.
There is no doubt that the optimal workforce lies at the intersection of all three areas. Failing to do so will leave you as a business leader and the organisation feeling like they are sitting on a two-legged stool unable to find balance and stability. When you are out of balance it is all too easy to end up with too many people ‘sitting on the bench’, no longer aligned to the organisational strategy and where engagement and productivity is risked.

What follows are my four key tips to completing the ‘people puzzle’:

Know where your skills are: Both within your organisation and in the external marketplace.

Foster agility: Help your people develop agile mindsets to support changing workplace structures.

Make it easy for people to adapt: Consider the systems and processes that support changing roles, teams and locations.

Communicate, communicate, communicate: Ensure transparency and timely communication is delivered to support engagement and productivity.

As always, I would love to hear your thoughts. Reach out to me below, or directly through LinkedIn.

Contact Us

Designed by WRD © Margot Andersen 2019