I was recently reading an article where Mary Barra (Chief Executive at General Motors) talked about her challenges in reviewing a workplace dress code, rather than putting her energy into a company restructure. Barra brainstormed her idea to reduce the dress code to two words, “dress appropriately”, with her HR Department. They articulated that “dress appropriately” could appear on the surface, however more details would need to be captured in the employee manual. She persi

It seems quite simple really – reward and recognise those who are doing great work. However what does “great work” really mean? The determination of “great work” can be quite subjective and many organisations often struggle implementing a meaningful program. I recall one program whereby staff had to nominate another staff member. The nomination involves ticking boxes that were linked to the culture expectations. There was no real need to provide detailed information – just

As our children grow up, we give them boundaries – parameters to operate within. We encourage them to “try” activities, food and experiences. They all make mistakes along the way and we are there to encourage them to “try” again – learn from their mistakes. However, once we are in the workforce, we often find that we are required to follow “rules” (aka policies), and if we break the “rules” we find ourselves having to answer to a higher authority – “told off”. Let’s think a