We are all familiar with tricky conversations in our organisations - the ones you put off for as long as possible or perhaps never have at all. But suppose you could handle these conversations in the best way imaginable, what difference would that make? What difference would it make it to you, to your team and to your organisation? Each conversation has an impact on your ultimate results, as there is an inevitable logical thread between you, your team and your organisation’s performance. |
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Business people often complain that they bring the trials and tribulations of work home with them. During weekends and evenings, rather than fully engaging in social activities with families and friends, they find that their minds wander back to the office and the problems and challenges piled up there. Given that we care about our work, this isn’t too surprising. We take it seriously as it’s important to us. At the extreme, we let our jobs define who and what we are. Yet we also care at least as much about our families, our communities and our valuable free time. Let’s re-consider this equation.
Whatever our views on the outcome of the vote, one thing is for sure: the ability to be resilient in these times of change and uncertainty will put us in good stead for whatever comes next.
So what exactly is resilience? Here are some descriptions that you may find helpful. Talking Point: Isn't it time HR focused on solutions rather than problems? Published in Hrzone.co.uk
HR professionals often find themselves carrying our adminstrative and operational tasks that are the resonsiblity of line managers. They also end up being dragged into other people’s problems, which is both time-wasting and exhausting. How many times have you found yourself doing something that was somebody else’s responsibility, getting bogged down in negativity and feeling tired and overburdened by other people’s issues? But if you continue down this route, it’s highly likely that over time you will be sucked dry, become marginalised and even find yourself discarded. |
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