New working principles needed
New working principles needed
Creating a workplace and a workforce that have the capacity to change via flexible self-management requires fundamentally new working principles for a new work environment.
Workforce environments built on command-and-control assumptions must yield to the higher performance potential of workplace communities. Research indicates there is no one best model; what's needed is a commitment to discover the ideal form that fits the unique culture and work performance.
- Spirit and Soul of work are not just interesting phrases but are also necessary conditions for the full investment of the workforce in its work. Work that does not have meaning or cannot give something back to the people is counter-productive. Work that inspires through meaning and in relationships with others is effective. Inspirational work is a competitive force. Deadening work leads to a broken workforce.
- Work itself is being redefined. As work increasingly depends on knowledge, the place it plays in people's lives is becoming more complex. The whole person must be considered in order to build effective knowledge work. Balance of work and life is the goal.
- The wisdom to know how to lead a new workforce requires careful study and a great deal of self-awareness. Knowing others first requires insight into self.
The changing global economy demands transformational thinking and out-of-the-box ways of creating new work environments. These are best created as partnerships in which both workers and managers are expected to change. Thus, as leaders, we must -
- Align work priorities with a clear vision
- Involve everyone in deciding those priorities
- Define and publicly state how people will work with one another
- Promote the idea of the whole person at work
- Reward risk-taking to enhance experimentation and discovery
- Boost performance by boosting learning
These are not simple or easy principles, but within them lie the answers to the questions that each organisation will have to address in the future. Leadership is key to facilitating and guiding the process, but a commitment to creating an empowering workplace is necessary to start the process. Therefore as leaders, we must -
- Share information and educate employees about corporate goals
- Develop a guiding structure, not a controlling one
- Lead with others and invite many to join in creating leadership at all levels
- Support and encourage involvement
- Be sure the process is adequately resourced in terms of time, money, and team development
- Finally, be sure you have employees who can rise to the occasion. Assume they can meet these challenges; if it appears they can't, address that as the first challenge. Get whatever help you need for the whole system to move forward.
When the only constant in business is change, building a flexible workplace that can adapt to and thrive in the rapidly changing business environment will be the cornerstone of successful companies in the future. Successful organisations are characterised by a flexible culture; brittle ones will break and be left by the roadside.
The emergent global economy is forcing all organisations to move in this direction. It is essential that workplaces have the capacity to create and re-create themselves. This work will always be important; in essence, this is true job security. It is also the work that creates in the leader a spirit and a potential for finding personally satisfying work.
- Sanjiv Anand is the Managing Director and Rajesh Iyer is Director at Cedar Management Consulting International.
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