Even a business needs TLC

Post by Joy Abdullah

visual courtesy: http://www.marvelouswallpaper.com

People are the difference between success and failure for any business. My purpose is to show businesses how to make sustainable profits by changing the perspective they have on their people.

I do this by creating the required brand experiences by having a through understanding of what’s important to the stakeholders in order to get their attention. Then engage them by initiating conversations  and providing benefits that make the recipient want to stay engaged. This creates trust or, in other words,  the social capital  for an organization.

The road to doing so has some key milestones which are shown below. Each of these stages, organizationally, need to be understood and achieved in order to deliver the experience that would lead to creating social capital:

In this framework employees are not seen just as manpower cost. On the contrary it is seen as an investment. Just as we do with investing in an asset we calculate what returns is expected and by when on that employee figure or the annual salary cost to make it simpler. What this does is it then lines up all other allied inputs that the employee needs to create either revenue or reputational growth for the corporate brand.

Today we are aware that the legacy business models are simply not able to create sustainable revenue or reputational growth simply because trust in organizations has gone to an all-time low. Coupled with the rise of social media and the speed of technology adoption by people the reliance on word-of-mouth recommendation has increased.

In this situation employee advocacy plays a significant role in creating the right experience for customers and business partners that translates into sustainable profits.

In bringing this to play we have a significant learning from how we manage our families that we can use in business. For our families we invest, as best as we can, all our resources in our children’s’ education and we provide tender loving care in nurturing them to be good individuals for their entire childhood of 18 years. After 18 years these individuals step-forth into higher education and into society as the next generation. They contain the values, and personality and cultural backgrounds of all that has been experienced, taught and learnt through their respective family units.

To be sustainable businesses need to utilise this skill of nurturing employees. It needs to give itself TLC!

  1. Talent
  2. Leadership
  3. Culture

People are at the core of anything and everything organisations do in pursuit of their business. Yet we often overlook what kind and type of talent the business requires in the coming years simply because we are dependent on a legacy system, for recruiting or managing talent, that comes from a product-centric point of view where business management is concerned.

But it’s the process of identifying key required talent and the investment needed in them, at the forefront, which enables an organisation to build a competitive edge.

The process of developing talent within an organisation impacts, in turn upon #2 & #3 elements– leadership and culture.

Leaders of organisations, if their intent is in the sustainability of the institution, have to selflessly put the development of their people first and foremost.

Leaders create leaders not followers.

An employee first approach is always followed by having a keen focus on key external stakeholders such as business partners, vendors, and customers in terms of strategic decision making.

Leadership of an organization has to have clarity of purpose and should communicate clearly how the dots join up and provide clear direction to their teams. They should display empathy and practice empowerment to give due recognition, motivate and engage and drive the teams successfully.

In having a people focus what the three essentials—talent, leadership & culture—does is to make the leaders evaluate themselves first as leaders from the perspective of emotional intelligence and communication skills. Why this evaluation is critical is because the displayed leadership style often leads to a non-articulated creation of the organisational culture.

As humans we are wired for social acceptance and decades of environmental practice in the ‘command & control’ style of management has left us with the behaviour of adopting what we see our leaders do. Where culture is concerned there is a lot going on with regards to employee engagement. Employees are asking to be heard, to be given a chance to act on their business suggestion to add value to the organization so that they feel they are of value.

Businesses, often, overlook the linkage between these three essential elements.

Focusing on talent development leads to ensuring having the right competencies & commitment in place to generate healthy performance for the organisation. Such a focus comes about when good, authentic leadership is in place.

Having the right people in the right roles with a leadership that cares creates a culture of empowerment, accountability and most importantly innovation, where employees feel they can contribute new ideas and not be afraid of failure. This creates advocacy which results in generating trust or social capital.


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