It's confession time. I was an organisational prostitute for 20 plus years. But before you reel with horror and think ‘that can't be, she seems such a nice woman', let me explain. A prostitute is, according to one definition, someone who offers themselves or their talents for unworthy purposes. My definition of an organisational prostitute is someone who has well developed skills, abilities, experience, qualifications and opportunities yet gives themselves and their talents in roles that they no longer like,
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In formal management text books its difficult to find anything about an organisation's heart and soul. It's hardly surprising really, given management texts delve into black and white concepts and core management functions and leadership texts explore qualities and traits and styles.
Yet an organisation does have a heart, a spirit – the essential, most important part of a place that's experienced by all employees, as to how a place feels like and is like to be in;
No, this isn't a salacious read. It's about individuals and workplaces. How do you get your passion back for your work, when you have ‘lost it'? And how do you get passion for your work, if you've never had it to lose in the first place?
A typical dictionary definition says passion as a strong enthusiasm for something. I prefer to say it's something that makes your heart sing (for the less musically inclined,
There's nothing like being in a major earthquake to focus the mind and sharpen the senses. The most basic instinct to kick in is personal survival and following that, concern for the wellbeing of family, friends, neighbours and the safety of homes. Business owners and managers within organisations had additional concerns – their business premises, operating equipment, stock, staff, loss of revenue and possible livelihoods. How many organisations, large and small, had adequately prepared for such an event?
There is one common workplace issue that has the most potential to lower employee morale, lower workplace productivity, waste hundreds of hours of person hours and drive managers and workmates to distraction. The issue is poorly performing staff that fail to meet the required work standards and they may be widely known as being this way, for years.
And while many poorly performing staff can be successfully turned around, there is little hope of success when a staff member's manager (or other managers in the chain) ignores the problem in the hope the staff member may eventually leave the organisation;
In the midst of managing the day to day operations of our department or business, we can often miss the subtle clues that tell us if everything is running as it should be. If we want to be proactive in terms of business health, we can conduct a mini review or audit of key areas on a regular basis to ensure our operating infrastructure is sound, any potential issues that could cause damage or distress are dealt to,