 |
| Smart Entrepreneur |
Today's businesses must quickly adapt to new competitors, dynamic market conditions and emerging technologies. This means embracing new and different ways of working, and embracing employees who are looking for something new rather than fearful of them.
More and more people are leaving their jobs, from low-paid restaurant and retail employees to well-paid professionals. Indeed, it is not surprising that people reject low wages and miserable conditions when they have better options.
In his report published by the American magazine "Forbes", writer George Rodriguez said that the shift to remote work has changed the lives of many, as people who waste a lot of time on the move and have family obligations have found that the home office offers them the balance that they need. long overdue
The writer pointed out that compensation, recognition, and quality of life are crucial factors, whether it comes to choosing a job or leaving it, but more precise considerations play a role in this as well, the epidemic has sparked a fundamental research process that has generated in many a desire to try new things or to question whether they are doing what they are doing. It really suits them.
Although this may threaten your stability, the writer believes that it creates an opportunity. By accommodating an employee's interest and search for self-fulfillment, business leaders can build a flexible and innovative organizational culture.
Embracing turmoil
Today's businesses must quickly adapt to new competitors, dynamic market conditions, and emerging technologies. This means embracing new and different ways of working, and embracing employees who are looking for something new rather than fearful of them. Rather than focusing on returning to “normal,” managers should seek to capitalize on the disruptive momentum of the pandemic to drive further change.
The writer noted that innovative leaders are fundamentally rethinking the meaning of the workspace. This results in a sophisticated and hybrid approach that combines the flexibility of working remotely and the essential collaboration of an office environment. Employees benefit from this by avoiding the burden of daily commuting as well as the isolation that can result from working exclusively from home.
The author acknowledged that the implementation of such a program requires investment. In practice, ensure that service delivery models provide the tools and support needed for employees to ensure they are productive and safe while working from home. On the logistical front, the schedules of the relevant work teams should be aligned in a way that ensures that employees meet during working days from the office.
The writer pointed out that creating an innovative work culture capable of facing the challenges of disruption needs new and clear approaches to solving problems. On the organizational front, innovation teams, isolated projects, and job rotation can give people an opportunity to learn new skills, jobs, and ideas.
full mental potential
The author explained that exploiting the innovative potential of the workforce requires realizing that everyone has different ways of thinking, absorbing information, and solving problems. The distinction lies in the difference in the way of thinking between people who use the left hemisphere (they are characterized by logical, analytical and deductive thinking) and people who use the right hemisphere (their thinking is intuitive, non-linear and abstract). These innate characteristics translate into myriad differences and preferences, such as the ability to work individually or in a team, gather information and reach a conclusion, or start with an idea and then test it with data.
Business leaders can take advantage of these differences to create "whole-minded" teams that benefit from the full range of mental powers applied. By mixing and matching different skills and perspectives, companies can unleash a “creative erosion” dynamic that combines logic, intuition, analytics, and creativity to generate new insights.
Safe workplace
To encourage the risk-taking spirit necessary for innovation, companies must create a “freedom to fail” culture that supports teams and individuals even when projects fail to meet quantitative expectations. This support should extend beyond bottom-line considerations. The concept of psychological safety is based on the examination of norms that encourage or suppress an individual's desire to share ideas, especially those that do not reflect the prevailing corporate culture.
In this context, a company committed to open exchange of ideas, for example, must ensure that a non-linear creative thinker is comfortable sharing ideas with a group of people who believe in a quantitative and analytical approach. In other words, the key question is whether people feel comfortable expressing their different ideas in front of their colleagues.
To create this safe space for individual expression, organizational leaders must develop an educational work climate that fosters innovation and risk-taking while embracing diversity and inclusion. This strategic imperative requires leaders who believe in change to provide a systemic shake-up that will advance change efforts.
To respond to unprecedented change and ongoing uncertainty, these leaders must embrace these challenges, learn from criticism, actively seek feedback, and break existing stereotypes. These elements of a growth mindset are essential to enabling individuals, teams, and organizations to reach their full potential. Ultimately, organizations that embrace change and continue to evolve thrive.
