The workplace is no longer a pyramid. Managers today need to build relationships with workers not on the basis of structure and seniority, but on warmth and humanity. This article explains how.
10. who can be seen here
posing for a
photo next
to a sleeping
employee.
11. The good news:
it isn’t necessary to be in
constant physical reach of the
employees you’re trying to
build bonds with.
12. What works is being
approachable -
conveying that you can be tolerant
of errors (within reason) and
showing that you’re willing to
discuss different courses of action
for members of your team.
14. “Physical proximity between leaders and
employees isn’t always feasible. Nor is it
essential. What is essential is mental or
emotional proximity.”
- HARVARD BUSINESS REVIEW
17. Once the talking
head is smaller than
80%of actual size, this
effect diminishes.
Perhaps that’s why so many companies find
high-bandwidth videoconferencing so useful.
21. A five-author paper from the MIT’s Sloan School
of Management has some great insight on how
you can align your organisation in anticipation of
a socially-level future…
24. That means nearly
half of businesses
feel unprepared for the tsunami
of BYOD (Bring Your Own
Device), remote working, flexible
hours, and virtual teams that is
redefining workforces around
the world.
25. “More than 75% of digitally maturing
organizations surveyed provide their
employees with resources and opportunities
to develop their digital acumen, compared to
only 14% of early-stage companies.”
- MIT Sloan
26. But there’s a
silver lining.
Surprisingly, this lack of
preparedness was more
pronounced in smaller
companies than larger ones.
27. In other words, the larger businesses that employ
most people are making active efforts to introduce
new technology, train workers effectively, and
encourage use of today’s less hierarchical, more
egalitarian communications channels...
29. In this world, a
worker is as likely
to be chatting
away with the CEO
as with someone who shares
his job description. And if you
want to flatten the social
pyramid, that’s a great way to
do it.
32. In Medieval Europe, every king had a
“fool”
who’d give his boss the plain hard
truths which other subordinates
would try to sugarcoat.
33. A recent article
from European
b-school INSEAD
stated that modern
workplaces still have this
same need - referring to the
present day equivalent of the
court jester as a “morosoph”...
34. “Morosophs are important foils for leaders.
By virtue of their position, they have the
“legitimacy” to act as voices of honest and
intelligent critique, providing a stabilising
force, or a reality check, in organisational life.”
- INSEAD
43. For our fourth
and final insight
we turn to the University
of Oxford’s Saïd Business
School…
44. However warm and fuzzy you want
your organisation to be, reaching
the end goal - a flat org chart - is a
deeply political process.
45. If you want to move power
away from the top,
you need to
wield it from
the top first!
46. “It has long been recognised that
organisational change is a political process,
but what is still not properly understood is
the relationship between organisational and
individual power.”
- UNIVERSITY OF OXFORD SAÏD BUSINESS SCHOOL
47. Takeaways
Flattening the corporate org chart lets talent shine
at every level
Management today is about communication,
not control
Technology can bring together remote and flexible
workers seamlessly
Removing hierarchies doesn’t happen by accident -
it requires a proactive approach
In many sectors, large companies are more prepared
for a socialised workplace than smaller ones
48. Break down the silos of your organisation
and proactively drive cross departmental
alignment with our latest eGuide:
The Connected Business:
Bust a Silo! Collaborate
to Innovate.
Download now
Strategic
Effective
Flexible
Bust a silo!
Collaborate to innovateThe connected business:
Strategic
Effective
Flexible
Bust a silo!
Collaborate to innovate
The connected business: