As technology automates even more work to increase productivity, and as workplace tasks become even more complex, today’s jobs are demanding higher cognitive skills with emphasis being placed on exercising judgement and coping with uncertainty.
In this respect, business leaders, managers and human resources departments are being challenged to identify, hire and reward engaged employees capable of thriving in ever changing and ambiguous environments.
As a writer, educator, and lover of learning and life, I make it a habit to notice people. Whether I am in the classroom or in a business, I notice everyone I meet, and I let him or her know it.
Positioning, spin, strategic ambiguity – why do so many leaders fail to say what they mean?
Leaders worry that if they say what they really mean…
Someone might panic
The truth will leak
Employees will make bad choices
They’ll become disengaged
Spinning the truth has all of those same side effects, only worse. When humans aren’t told the truth, the stories they concoct to fill in the blanks are far more dramatic than the actual scene.
You may run into a few people of any age that will tell you they’re following their dreams and their passions, but the majority of the working population will tell you that they work for the paycheck. Money is the object.
Now ask the same people if they believe that they are paid fairly compared to their employers’ pay and profits. Here’s the problem with this question: in most companies, people don’t know what the C-level managers and the boss are paid. They don’t know or understand how profits are derived, or how their own pay is represented in the big picture. What they will tell you is that they believe their own pay is not a fair slice.
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