stefan doll - diversity institute - nz | productive teams · environment. tools like the resolving...
TRANSCRIPT
Stefan Doll
Practical tips on building
productive teams and inclusive
organisations in our diverse
community. Stefan Doll shares
some secrets from his 20 years’
career as HR Manager.
Building Productive Teams in SMEs 2
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About the author
Introduction
Selecting the best person
Do I have a high performing team?
Resolving differences
The ‘Stay Interview’
The myth about dismissals
What our clients say
www.diversityinstitute.co.nz
+64 27 681 4703
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About the author
“Creating productive teams and inclusive organisations
are the key to sustained success for individuals and
organisations alike.” (Stefan Doll)
Stefan has 20 years of experience as a human resources
manager, trainer and consultant in Europe and New
Zealand in the FMCG industry, manufacturing, local
government and professional services. His degrees in
industrial psychology (Germany) and MBA (UK) laid the
foundation for many successfully resolved people
challenges in a business context. His passion for
leadership and thriving organisational cultures resulted in
advising the European headquarters of BP on learning
and development programmes before he came to New
Zealand in 2003.
Stefan is a published author on diversity and inclusion and
co-founder of the NZ Institute for Diversity and Wellbeing
(2011). Through Consulting, Training and Coaching
Stefan applies a holistic approach to change on a
personal, team, and organisational level. Building on his
experience, observations and studies he developed
practical tools to develop successful and inclusive
individuals, teams, and organisations in a diverse
environment. Tools like the Resolving Differences
@Work© model are now successfully applied by many of
his clients.
"I am passionate about my rock band
and writing music. I am also
passionate about business, creating
productive teams and inclusive work
environments. I help people to find
fulfilment and I help businesses to
grow through their people. There are
many connections between a band
playing a good show and a high
performing team. Everyone brings in
their unique skills, gives their best,
collaborates, and thrives to achieve a
common goal.”
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Stefan is an expert on how to develop
productive teams and inclusive
organisations.
He is regularly invited to present on
Diversity and Inclusion.
Stefan Doll (CMHRINZ, MBA,
Registered Psychologist in Germany)
Consultant, Trainer, Coach
Good things come out of good
relationships on a personal and
business level.
Building Productive Teams in SMEs
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Being a business owner myself I know you have little time. I therefore suggest to go through the List of
Contents and pick out whatever is relevant for you right NOW. Each chapter is no more than 2 pages and
takes about 5 minutes to read and 10 minutes to reflect. You are not alone in managing your people. I am
here help you. Get in touch with me if you have any questions or people problems to solve.
Stefan Doll is my name and I am looking back at
over 20 years’ experience in human resources. I
am striving to create productive businesses where
people enjoy working at their best. I have worked
with owner/operators, SMEs, and multinationals
who are at the top of their game across a range of
industries. Fundamentally, I found that the thrills
and challenges around people management and
leadership are similar, even across different
cultures and countries.
Most people like to do a good job, prefer to work
in an environment they enjoy, and seek some
form of tangible or intangible recognition or
reward for their work. When people come
together great things can happen while at the
same time challenges are imminent. At times it is
unavoidable that people have differences and are
frustrated. The question is how quickly we can
resolve those and get into a healthier and more
productive space again.
In my capacity as a leadership coach and business mentor I find that some managers hesitate to reach
out for help, or they struggle to adjust to the changing needs of the workforce when it comes to
managing their people. You will benefit from applying the people practices in this e-book as many other
managers already have. They make a real difference to the bottom line of your business, to the
wellbeing of your people as well as your own wellbeing. And this is only the starting point of what is
possible. Contact me and I help you to take it up another level.
Successful business owners
develop support structures for all
relevant areas of their business,
including their people.
Welcome. This e-book provides you with tips and transformational ideas
on important people and employment related topics for your business.
If you are a business owner or a people manager, the Building
Productive Teams e-book for SMEs is a fantastic resource to make
people management easier, fun and in particular more successful in our
diverse environment.
Building Productive Teams in SMEs
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Good business people surround themselves with internal
or external experts and people who can provide an
independent view. Your business is likely to have financial
advisers, is seeking occasionally legal advice, and is
talking to IT experts on technology solutions for efficient
operations. On a personal level you see a doctor if you
are unwell and call a plumber to fix the water pipe. In
other words, you are already using a network of trusted
advisors and experts. Who do you talk to about people
management? When it comes to building a high
performing team you don’t need to know or do all yourself
either.
Your team, no matter if it is 3 or 300 people strong, is
critical for your success, needs your continued attention
and an adequate support structure to work at an optimum
level. Anyone can manage people but with very different
results and some are running into costly and nerve
wrecking risks. A specialist on people management shows
you how to take your team to the next level, and how you
take care of your most expensive resources.
A support structure can involve talking to peers, mentors,
internal or external advisors, signing up for newsletters
with the latest and greatest, reading articles like this one
or all of the above.
This e-book is now part of your support structure. You
know I am only a call away, so I am part of your support
structure on people too. I can give you more time to do all
the other things you need to do.
Something to think about What do you currently do to make sure
your people are working at an optimum
level?
Does everyone enjoy doing the best
they can?
What support structures do you have
currently in place?
What occupies your mind when it
comes to your people?
Are you a lonely wolf or well supported
in managing your people?
Congratulations! Reading this e-book means
that you want to do the right thing for your
business, your people and yourself.
Building Productive Teams in SMEs
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One of the most important decision managers make is the selection of
the best person for the job. The person with the right skills who also fits
in well with the team in terms of their attitudes, motivations, and
personality. How do we know who will be a great performer right from
the start?
When I asked my client why he thought the person he selected
would be great, he struggled to back up his opinion with specific
advantages that this candidate had over the others. This happens
when selection criteria have not been clearly defined or applied.
Selection criteria are predictors for a person’s success in a certain
job and a certain work environment. A decision solely based on
intuition is unlikely to be the best one. No doubt, intuition has a role
to play but unfortunately it is also a source for unconscious bias.
Bias is likely at work when, for example, a manager keeps recruiting
the same type of people instead of recruiting team members who
complement each other.
Which pond are you fishing in?
Some managers quite consciously narrow down their search to
candidates with a certain background, education, or type of
experience. As a result of fishing in the same small talent pond
(often only leveraging their own networks) they miss out on highly
talented candidates outside of this pond. When I started as HR
Manager after immigrating to New Zealand, I was surprised to see
that a candidate listed their primary school on their CV. The
candidate must have considered their primary school to be relevant
information. My Kiwi colleague explained that this school has a good
reputation. The primary school example provides also some
secondary information: the candidate grew up in Hamilton, lived in a
good suburb, and must be about 25 years now. When reading CVs
we are inclined to seek out information that we can relate to. An
experienced recruiter knows that all this information is irrelevant for
the selection process, however, others may subconsciously feel a
stronger connection simply by being more familiar with this
candidate’s background. The recruiter runs at risk of assessing this
application more favourably than others. Bias in a selection process
steers the recruiter back to the small talent pond and reduces the
chances of finding the best person from a large talent pool.
Something to think about
How do I determine the right
selection criteria?
Skills and experiences are the most
commonly used selection criteria. We
can gain confidence in the candidate’s
skills when the information received
from the written application, interview,
and reference checks all match up.
While skills and experiences are very
important for specialist roles, even then
they are never the only predictor of how
successful this person will be in the
organisation.
If the position holder has to interact
with colleagues and clients, other
factors are more likely to determine
who the best person is, such as:
How do they connect and collaborate
with others?
How skilled are they in resolving
interpersonal differences?
Have they been working in high
performing teams before?
What team environment do they enjoy
working in and why?
Building Productive Teams in SMEs
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Before embarking on gathering candidate information, managers
need to have a good understanding of the current work
environment and what kind of people are likely to be successful
in the current work culture. Your aim could also be to strengthen
some aspects of your current team culture, for example working
more collaboratively. In that case you can look out for someone
who has already a strength in working collaboratively.
I suggest focusing on up to 5 selection criteria, which are likely to
be a combination of skills, experiences, and personal attributes.
Talk them through with someone and discuss if those criteria are
likely to identify the best person. Specifically, assess if the
selection criteria are suitable to minimise bias and eliminate
discrimination.
Something to think about.
What are the motivations and
underlying values of the candidate?
What is their motivation to take on this
job, in this organisation?
What is their attitude towards work in
general?
How does this job fit with their 2-5
years’ career plan?
How quickly can they learn?
How did they cope with stress and
change in the past?
What is important in life for them and
how does this fit with the job?
Fear of the unknown or uncertainties around unfamiliar
backgrounds of candidates become a major obstacle for finding
the best person.
Assumptions are made of candidates with foreign sounding
names that they cannot speak English well. However, they could
be already a third generation Kiwi with a Kiwi slang.
Assumptions are made that qualifications from overseas are not
as good as New Zealand qualifications. However, their
qualifications could also be to a higher standard.
Assumptions are made that a candidate’s disability impacts on
their performance. However, how does sitting in a wheel chair
impact on a desk job?
Managers need to be open, curious, and courageous enough
to venture into unfamiliar talent pools. When fishing in a
bigger pond, they will be rewarded with more choices and
increased chances to find the best person.
After all, fishing in a big pond
is much more exciting and
rewarding.
Building Productive Teams in SMEs
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Leaders need to deliver results and with the support of a high
performing team this is just so much easier. Many of my leadership
coaching clients say that their team is working hard and long hours. This
can be an indication of high performance but it could also be a result of
wasting time with inefficient processes, not having the right tools or lack
of collaboration between team members.
How can you find out more about your
team’s performance? How do you know if
the team is at its best or if there is more
potential? After all, most managers don’t
know any other team but their own.
Benchmarking the team output with other
teams in the same organisation or industry
is one approach. For benchmarking to be
meaningful it is important to define the
output of the team and include a longer
term perspective as well. For a sales team,
for example, the weekly sales statistics are
a short-term output while building good
client relationships are long-term.
Connecting with relevant industry groups,
signing up to a Linkedin discussion forum
or just talking to other managers may give
you the benchmarks you need.
Comparison over time: If your team is truly unique in what they do (which they seldom are) then
benchmarking is not an option. You can compare the current team performance with past performances
and track the results over time. With this approach it is important to keep the measure points comparable,
for example, by calculating ratios like the team size over team output. An opportunity here is to identify what
may have caused the team performance to be high or low at a certain time and take appropriate actions.
Involve your team in those discussions. This transparency leads your team to think more like a business
owner. This transparency also leads your team to take responsibility and share ideas on what can be done
better.
Building Productive Teams in SMEs
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Data analytics can give further clues on how well your team is
performing. High performing teams have certain features in
common such as a low sick leave rate, low staff turnover, and
high discretionary effort, for example measured in unpaid
overtime. Data on those indicators is usually available for
budgeting and planning purposes anyway and should be
monitored. Data on staff engagement is also a valuable
predictor for performance, but has to be collected separately
through regular surveys, which is often not feasible for small
enterprises.
What is considered to be a low sick leave rate depends partly
on the industry and epidemics during the year. From my
experience, an average 1% or about 2.5 days sick leave per
year is low and over 3% or about 8 days per year is high. Staff
turnover is even more influenced by the industry but as a
general orientation for most businesses turnover should stay
under 10%. In other words, in a team of 10 people one person
is resigning every year.
Gauging positive energy is a more immediate and less
numbers focused way of establishing if your team is
performing at its best. Those of you who had the pleasure of
working in a high performing team will have experienced that
the team is surrounded by positive energy. Sometimes it is
possible to even gauge this energy walking into a workplace
for the first time. The energy relates back to team members
communicating well with each other, mostly work related but
also on a personal level. They share their laughs and pains,
support each other, collaborate, ask questions, and feel save
to be who they are and do not pretend to be someone else.
The team creates a buzz, a sense of urgency, focus and
purpose in their actions. Each member takes responsibility
and pride in their work and achievements.
Something to think about
What is your impact on your team’s
performance?
How can leaders influence indicators
like sick leave?
As one of my clients said ‘When people
are sick there is not much I can do
about it.’ Yes, if they are sick they
should stay home and get better before
coming back to work. However, in a low
performance culture people ‘throw
sickies’ due to lack of motivation.
Others even develop psychosomatic
symptoms which make them actually
feel sick just by thinking about coming
to work.
Give me a call to discuss.
Something to think about
As a leader you are critical in creating a
work environment in which each team
member is inspired to do their best.
Below are some questions to reflect on
your impact on your teams’
performance.
How do I utilise the individual strengths
of my team members and recognise
their achievements?
How do I create clarity about each
team members’ role and the teams’
purpose and goals?
How do I encourage my team to think
about what we could do differently,
including what I could do differently?
How do I support an environment of
mutual trust through my actions?
Building Productive Teams in SMEs
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We all have experienced a difference in opinion, a conflict, or a dislike of
someone’s attitude, style or personality. Whenever two or more people
come together there is a potential of conflict. Conflict is a regular
feature in our lives, in fact we are spending on average 2.1 hours per
week at work on resolving conflicts. Conflicts have an impact on
people’s wellbeing and cause a loss in productivity. Where do conflicts
come from and more importantly what can we do to prevent and
resolve them?
People are different. I am not only talking about visible differences like age, gender or ethnicity. I am also
talking about different needs, fears, habits, backgrounds, values, and different ways of thinking. No one
is the same. The diversity in our communities continues grows with an increase in global migration.
Differences between people can be a source of conflict when we are falling into some common traps:
Differences among people are a fact of life and we cannot resolve them by trying to make everyone the
same. So how can we stop falling into those traps and successfully resolve differences between people
instead? I am facilitating a workshops that help people to prevent conflicts and equips them with tools to
resolve conflicts when they arise. Quite often this is also an area of focus while I am coaching leaders
on how to make a positive impact on their people and their productivity. The Institute for Diversity
developed a model for resolving differences which is based on 3 stages:
Stage 1 - Absorbing information is about taking in as much information as possible in the most open
and unbiased way. This way we can determine where exactly the differences are and we are better
prepared to find common ground and a way forward. Having greater (self-) awareness and making a
conscious effort to apply a positive mind-set towards differences will already have a positive impact. So,
what can you do?
Trap 1: We assume that people are similar to
ourselves and neglect our differences.
Trap 2: We are holding stereotypes and
assumptions based on the differences we
recognise.
Trap 3: We are biased towards a person based on
very little, often irrelevant information.
Trap 4: Unconscious bias is impacting our actions,
often against our conscious believes and intend.
Building Productive Teams in SMEs
11 Building productive Teams in SMEs
• Understand similarities and differences by being curious and
open and by changing your perspectives.
• Identify and reduce your (un)conscious bias.
• Stay positive, 49 out of 50 people want to get along with each
other and do a good job.
• Interpersonal effectiveness can be further supported by training
on unconscious bias, training on having honest conversations,
exercises, personality tests, and in particular 1:1 (diversity)
coaching.
Stage 2 - Processing information is about taking the information
we have and trying to make sense out of it. As part of this stage
our brain constantly makes assumptions and judgments about a
person’s abilities, intentions, and motivations. If we have collected
information with an open mind in stage one, those assumptions
are more likely to be correct. Nevertheless, all assumptions should
be checked for correctness through an open dialog with the
person concerned. It helps when we suspend our assumptions
just until we had a chance to carefully listen to the other person
and what they really want to say. How does this look in practice?
• Understand the other person before trying to be understood.
• Separate the facts from assumptions.
• Focus on solutions, not problems.
Stage 3 - Acting on emotions. Negative emotions are often a
result of being too quick and superficial in the first two stages.
They make our brain search and focus on information that is in
line with those negative emotions, leading to rigid and biased
views, which in return prevent a resolution. The most important
step is therefore to recognise when negative emotions are at play
and address them before trying to agree on a solution:
• Understand your own emotions and where they are coming
from.
• Listen with empathy to understand the other persons’ emotions.
• Have an honest meta-conversation (reflect on how you
interacted) and accept responsibility for your part.
Once the two parties addressed their negative emotions and
tested their assumptions, they are ready to determine future
actions and how they are going to work together. For most people,
talking about feelings does not come easy. It takes a real effort
and courage to have an honest conversation. However, the
rewards are tremendous if we can overcome our initial fear and go
to the person concerned instead of complaining to everyone who
cannot escape fast enough. Conflicts are partly defined by one or
both parties having negative emotions in the process. Differences
in opinions on the other side can be a real gold mine as long as
the people involved know how to mine it. Contact me if you want
to know how this works in your business.
Something to think about
Increase your self-awareness and
practice open mindedness.
Check your assumptions through open
dialogue.
Address negative emotions first and
talk directly to the person concerned.
The diversity of people and their
different perspectives present a
very real opportunity for finding
better solutions. Resolving
differences is an important skill
for all of us to enhance our own
wellbeing, deepen our
relationships, enrich our lives,
and to achieve our business or
career goals.
Let’s turn conflict into
opportunities!
12 Building Productive Teams in SMEs
Have you ever wondered what makes people want to stay with their
employer? Half of us, who earn wages and salaries, have been
employed in our present job for less than 18 months according to
Statistics New Zealand (2012). Businesses endure significant costs when
recruiting and training new employees until they become fully
productive. In addition, when an employee leaves, the loss of
institutional knowledge can be a major disruption and set back for an
organisation. Do we accept this as something outside of our control?
Can we make people stay longer? What motivates people to leave?
One reason for people to leave an organisation is to
run away from something they dislike in their current
organisation, job, or work environment. They feel the
need to get out of the current situation (push factor).
If this motivator is pushing hard enough, people may
leave even without having another job to go to.
Another reason for leaving the current job is the
anticipation of something better or more suitable.
People may be quite content or even engaged in their
current job, however, they perceive opportunities
elsewhere as more attractive. They are pulled into the
direction of trying something new, making a career
step or entering into a more suitable work environment
(pull factor).
The most common reason for a resignation is a
combination of both, push and pull factors. Some of
them you have control of, others you can influence,
and some factors are outside of our control, like the
employee’s need to move away because their spouse
got a job in another city.
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As people leaders and business owners you can influence the
tenure of your people by having a good understanding of what
the push and pull factors are for your team members at any
given time. The reasons why people resign are very specific to
the organisation and the individual and they change over time
together with their life circumstance.
Each of the push and pull factors that make someone want to
leave (see box to the right) requires a thorough understanding
of the context in which your employee experiences those
factors.
The first challenge is therefore for a manager to engage in
regular conversations in which they explore if any push or pull
factor is on people’s mind.
The second challenge is to have these conversations in a
way that makes people comfortable to open up and share.
People very rarely will come to you to talk about it because
they don’t want to rock the boat, upset you, or sound like they
are not 100% committed anymore. However, they may well
talk to anyone else about what is bothering them or they carry
around their dissatisfaction for a while which reduces their
productivity.
This conversation requires a level of trust. If you identify a
push or pull factor you have to explore them on a deeper level
and ask for specific examples to understand where they are
coming from. Listen with empathy and showing a genuine
interest will give you the right level of detail. Paraphrase what
you have understood even if you think you are 100% sure
what was said. Paraphrasing gives the other person the
feeling of being listened to, understood and respected. You
can at this stage decide if there is anything you can do about
the push and pull factors. It can also be about coaching the
person what they can do. And sometimes you may decide that
you cannot do anything at all in this situation. If it then comes
to a resignation, at least you know the reasons why and you
have a chance to respond. You do want people to leave on
good terms too, especially if you work in a small community.
While you have more control over the push factors there may
be pull factors you can influence, like ‘The new role would be a
great career step for me’. People may not be fully aware how
they can progress in your organisation or they have false
perceptions. I talked to one employee who resigned because
they thought that they cannot progress to a manager role.
Within 6 months another employee was promoted to manager.
Something to think about
Push and pull factors that make
people want to leave:
My new job pays better (pull and push)
I feel stuck here, bored, need to do
something else (push)
I’d like to work in a different industry
(pull)
I feel this high pressure work
environment is not compensated
enough (push)
The new role would be a great career
step for me (pull)
I don’t like the blaming and bullying
work culture here (push)
I can do my new job part-time and with
flexible work hours (pull and push)
I feel undervalued in my current job
(push)
Our Inclusive Leadership Training
prepares Leaders for conversations like the
‘Stay-Interview’. As an Inclusive Leader
you achieve benefits for the organisation
in terms of productivity and innovation and
you achieve benefits for your people who
become more engaged and feel that they
belong. You can check out the details on
our website: www.diversityinstitute.co.nz
Building Productive Teams in SMEs
14
I discuss in this chapter some of the key principles that guide me when I am addressing misconduct in the
workplace. However, I do recommend that you talk to an experienced HR consultant or employment
lawyer before you dismiss someone. In particular when you are already emotionally involved it is good to
get a second opinion and sometimes a call is enough to identify possible nuances and pitfalls of a case.
Employers have the right to expect from their employees a certain level of performance, a positive
attitude, cooperation, and adherence to policies and instructions. Employers have also the means to act if
those fundamentals of an employment relationship are not in place. Today, I would like to discuss the
example of poor performance.
Poor performance can be frustrating for the
manager as well as other team members
because they usually have to work harder when
someone is not pulling their weight. Those
frustrations are distracting the whole team from
being productive. If poor performance is tolerated
over a prolonged time, the rest of the team is
likely to adjust their performance to the lowest
tolerated standard. Your great performers,
however, are more likely to resign because they
are too motivated and driven to join the low
performance club. The impact on clients and the
business is immense and yet, in my experience,
managers are waiting far too long to address poor
performance. So, how do we go about it?
I am often confronted with the myth that it is very hard and high risk to
dismiss staff. As with anything you are not doing on a daily basis, it is
understandable to feel uncertain when it comes to dismissals, likely
compounded by horror stories where a dismissal has gone wrong and
ended up being successfully challenged in court.
One of my clients said that they need to dismiss Steve (name changed) because he is making too many
mistakes, he is too slow and the team finds him unreliable. Sounds like a clear case of poor
performance.
Building Productive Teams in SMEs
15
Dismissals have a severe impact on the individual and need to be treated with the necessary respect and
diligence. The Employment Relations Act requires employers and employees to act fair and reasonable.
Applying this key principle with good common sense can help us through an employment relations issue. In
particular when we try to assess what would be fair and reasonable from an employee’s perspective as
well.
Firstly, the key principle of fairness requires that the employers’ action is based on facts. Expectations
should be communicated regularly and documented. Questions like the ones I asked my client can be
useful to isolate facts from assumptions.
Secondly, the principle of fairness requires that as soon as concerns about performance arise the
employee has a right to know. This includes a disclosure of any information that has led to those concerns.
The employee has then to be given the opportunity to respond and both parties explore and agree on
actions that may help to raise the performance. Actions for the employer could be the provision of additional
training, more supervision, or regular feedback.
Thirdly, if no change was achieved after allowing the employee a reasonable time to improve, a written
warning for non-performance may need to be issued. The written warning should include that dismissal
may be a consequence if poor performance continues.
• How many mistakes do you tolerate and how much is Steve off the
mark?
• What are examples of mistakes he makes and has Steve been
made aware of them?
• What output do you expect, how do you measure that?
• How is Steve performing against those measures?
• When and how has was Steve made aware of those expectations?
• What is the average performance of those who are doing the same
job as Steve?
• How did you receive feedback from the team about Steve being
unreliable, what makes him unreliable?
• When did you first have concerns? Did he perform well before this
point in time?
• What may have trigged a drop in his performance?
• Did you raise your concerns with Steve and when? What was his
response on possible reasons?
• What kind of support did you offer to raise Steve’s performance?
• Have you issued Steve a written warning for non-performance,
when?
We need to find out the specifics behind those statements, so I asked my client the following questions
to understand what has formed this view and what has been done so far to remedy the situation:
The fundamental principle of fairness requires a ‘no surprises’ environment
which can be created by being upfront, consistent and open minded. When
these principles have been applied well and the performance still does not
improve, terminating the employment after applying the correct processes
becomes a justifiable and defendable action, not only under current laws but
also from an ethical perspective of a responsible employer.
Building Productive Teams in SMEs
16
Stefan facilitated an independent review of
the culture of our organisation with an
opportunity for staff to feedback, what in
their view, constituted an “ideal” work
environment. Stefan then worked
alongside staff to scope up a set of values
that would underpin the way that we
conducted our business; how we treat our
clients and how the organisation treat our
staff. The values were endorsed by the
Board and are now enshrined in our
Strategic Plan.
I wanted to say thank you Stefan for the two
Leadership workshops you ran in Auckland .
I personally found it one of the most useful
courses I have done professionally in a long
time. The facilitation was great and I think
your approach and peaceful nature really
helped me to absorb what you were
presenting. I've been more inspired than
usual to apply the practices and it is still
coming up in conversation both in and out of
work. I am truly very grateful.
The coaching sessions really helped me to identify the
options I have to achieve my goals. In the beginning of the
session I struggled sometimes to pin point what I want to
talk about but soon after a few questions we had a great
flow that enabled me to come up with new solutions. Good
to be challenged and encouraged at the same time to
remove self-imposed barriers. Thank you Stefan, I always
felt relaxed and safe to open up in our sessions and I
achieved more than I thought I would.
Building Productive Teams in SMEs
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Building inclusive workplaces and enjoying the
benefits that are originating from the diversity of
people is part of a natural evolution of organisations.
Workplaces are forced to respond to a global
economy and a global workforce as well as to
changes in our societies and peoples’ expectations
on workplaces. According to the Deloitte Global
inclusive growth survey of 350 executives (Jan
2018)
“The survey results further solidify what many
believe to be true: today’s business leaders want to
understand the societal forces shaping our world
and impact them in a positive, meaningful way that
contributes to the advancement of the societies in
which they live and work.”
Inclusive societies and workplaces outperform
others. We have already diversity within our people
and clients, however, we have not learnt to
consciously and deliberately uncover all untapped
potential of those people and relationships. This is
where the Institute for Diversity can help.
Building productive teams and
inclusive organisations!
www.diversityinstitute.co.nz
+64 27 681 4703
Building Productive Teams in SMEs