Australia's ranking on the Gender Gap Index

As the world’s sixth largest country, Australia is well known for a strong economy, great holiday destinations, laidback lifestyles and some of the world’s most livable cities, including Melbourne ranking at number 1 on the Economist Intelligence Unit global “liveability” study and Adelaide's recent ranking in Lonely Planet's top 10 cities to visit in 2014.

However, when the topic centres on gender equality, Australia ranks 24th out of 110 countries according to the Global Gender Gap Report 2013. In sequential order, starting at number one, the top ten spots were taken this year by Iceland, Finland, Norway, Sweden, The Phillipines, Ireland, New Zealand, Denmark, Switzerland and Nicaragua.

Over the last four years, 95 countries have improved their performance and unfortunately Australia sits among the remaining 15 that have widened the gap, ranking four spots below its position at number 20 in 2009.

This being said, when it comes to investments made in women’s education, Australia is among the top ranking countries and the results of this is visible in women’s economic and political participation. Improving slightly on the Economic Participation and Opportunity sub-index, Australia gained one position from the previous year (rank 25 in 2012).

Ranking 69th for health and survival and 43rd for political empowerment contributes to the lower ranking position on the country on the index. Health and survival is determined by the sex ratio at birth and the life expectancy of females vs. males; while political empowerment is measured by the ratio of females to males with seats in parliament as well as in ministerial roles, and the number of years females have been head of state during the past 50 years.

Closing economic and participation gaps will be the next step for Australia, if we plan to rank in the top 20. In particular, gaps in senior positions, wages and leadership levels will need to be shortened as this will, in addition to moving Australia higher up on the index, have a large boosting effect on the economy and GDP.

A booming economy is strongly linked to a country’s innovation capabilities, and in order for Australia to continue to be innovative we need to encourage a diverse environment. Evidence suggests that companies that successfully integrate the female half of the available talent pool across their internal leadership structure benefit through more informed decisions and engagement in less risky behaviour.

Put simply, gender-equal teams are more successful and business leaders as well as policy makers must put in place practices that provide equal opportunities for women rising to leadership positions internally. Only then can we move toward a more gender diverse nation.

Warm wishes, Donny

How To Effectively Battle Work Guilt

High productivity is the demand of the working world today.

We feel this constant need to always be achieving results and keeping up with what is expected of our roles. But often we find ourselves being driven not by the power to be productive but by the guilt that comes with not meeting our expectations as well as others' expectations of us.

We’ve all been there, doing task after task long after working hours are over, only to feel that we haven’t been productive or done enough. We’ve waited for our managers to leave before we do, in the effort to not look like we’re ‘slacking off’. This form of guilt, commonly known as work guilt, can often be quite damaging and lead to a phenomenon called ‘obsessive-compulsive productivity’ creating a vicious cycle that you can’t seem to escape.

So how do we learn to break this cycle?

The first step is to start noticing when work guilt rears its ugly head. Start a log identifying all the triggers and your responses to them, and you will start to eliminate the reactive behaviour you have toward work guilt.

The next is to use a couple of techniques to eliminate the guilt and keep you in good standing with yourself, colleagues and employers.

1. State your goals clearly. Productivity is important, but there is only so much you can fit into an 8-hour day. Determine how much time you need to spend on tasks and be up front with your employer about overtime before starting a job. If you’re not willing to work late on certain days, be clear and give advanced notice so that your employer has knowledge of it to make the necessary changes.

2. Use your time more effectively. If you spend the entire day emailing and chatting with co-workers, you’re going to feel guilty that you didn’t get any work done. Cut down any time you’re wasting and focus on getting as much work done as you can in regular working hours. Tracking your time on tasks can help pinpoint time wasters and improve your productivity, as well as provide a written account of what you have accomplished, counteracting any guilt you might feel at the end of the day.

3. Working day in and day out is not good for even the brightest workers. It’s important to take time out. Put in a holiday leave request well ahead of time, work out project handovers and cover your bases, alert clients as to when you’ll be away from the office and don’t feel guilty when the time comes to take that well deserved break. It will give your mind some rest, eliminate stress and you will return to the workplace in a much healthier frame of mind, ready to tackle new projects efficiently.

4. Learn to say ‘No’. We often feel that by refusing to take work on we’re letting employers down. However, when you have enough on your plate and need to say ‘no’ for the right reasons, don’t hesitate. You’re more likely to let an employer down by taking on a project that you don’t have time for and won’t be able to deliver in the timely and quality manner you are known for.

Work guilt is certainly something you can have control over and it all starts with acknowledging the issues. Use the tips above to help you and remember that you’re at your best when your stress levels are manageable and productivity comes from a place of motivation and happiness, not guilt or fear.

Warm wishes, Donny

Digital and Social Media

As a Business Executive, you can’t afford to ignore social media. Studies show that 2 billion consumers use social media and this number is expected to grow to 2.55 billion by 2017. Thinking at an executive level, social media must be incorporated as one of your company’s business strategies. It’s how your clients, customers and employees want to interact with your business.

This is the time for you to pull yourself away from the 70% of Fortune 500 CEOs that are not yet using social media. Recognize how Richard Branson (Founder and Chairman of Virgin), James Caan (CEO and Founder of Hamilton Bradshaw), and Doug Conant (Chairman of the Avon board of directors) made and maintained their own global presence. They share updates ranging from business to their personal lives and followers get to join them on a journey, all the while being exposed to the brand and its products and services. These executives stay active, follow their followers back and never forget to thank people who retweet them.

Look at social media as a way of “listening” to your clients and customers. Obviously, fans, followers and even “haters” are noisy when it comes to tweeting their likes and dislikes. Making sense of this noise is a great way of interpreting their minds and analyzing how your products and services can get into their evoked set of brands. Minimize the use of business lingo in your blogs and posts; it helps make them a bit more approachable.

Business executives can also use social media as a leadership tool to educate internal and external stakeholders, clients and customers. There are lots of webinars that are easily accessible on the cloud which can help create and promote your brand. Following competitor companies, finding the latest technology in line with your business and examining which strategy will be most effective for your company is paramount. You need to pick your channels and not try to be all things to all people. Facebook may not be relevant for your clients and customers but LinkedIn and Twitter may be very compatible.

As a business executive, you should aim to be a “digirati,” or what they call a digitally mature business. A digirati can make strategic decisions on where to excel in the digital space. This results in technology-enabled initiatives that improve engagement with customers and even transform business models. They continue to maintain leadership elements: vision, governance, the IT-business relationship and engagement with internal stakeholders. A joint study conducted by Capgemini and MIT Sloan showed that digirati are 26% more profitable, and also generate 12% higher market value ratios than their less mature digital counterparts.

So, what do you think? When it comes to digital and social media, are you in or out and do you have what it takes to be a digirati?

Warm wishes, Donny

Succession Planning: The Good and the Bad

To most, succession planning is not an important consideration for their business. Some even believe that it is only for family-owned companies. This however, is not the case.

Succession planning should be considered as vital as the company’s biggest goal. It provides a strong basis in terms of deciding who will be the next leader of a company in case of a sudden loss or unexpected retirement of the current leader. No matter how immortal the current business status of a company, succession planning can be used to determine whether the company has a potential key leader already developed who needs continued development and to be nurtured for the future.

Much like any other corporate activity, succession planning has a number of advantages and disadvantages. More often than not, these are practical things one should consider.

On the positive side, succession planning provides a continuous supply of strong and skillful leaders to a company. It is an opportunity to retain these successors and make them feel that they are essential for the growth of the company.

One way of developing a succession plan is to assess the qualifications of current employees – what do they already have, what do they lack and how you think you can help them develop and grow. Then compile a list of future talents that you think you might need for your future employees. This is actually an extension of talent management; something that business analysts believe has a very big impact on a company’s returns.

Also, bear in mind that regular employees who are assigned to do the day-to-day tasks keep the business going. It is important to include them in your plans. Succession planning is not only for executives or senior managers.

During succession planning, there is also an opportunity to conduct a SWOT Analysis. It will enable you to see the company’s needs now and in the years to come and align with your strategic direction. Once weaknesses and threats are clear, it becomes easier to deliberate how they should be faced and resolved.

There also can be a risk that during succession planning, an unworthy person might be appointed for a key role. Risk also increases if planning is held too early. A better candidate might be available after the decisions of succession planning have already been made.

Succession planning performed poorly has worse consequences for a company than if not done at all. Plans should be made only when the business is mature enough. Poor succession planning will produce poor decisions, which will lead to a weaker business model that is not prepared for the long-term.

A perfect example of a good succession plan is what happened at Apple. Its iconic CEO Steve Jobs practiced a proactive succession plan. While he was battling pancreatic cancer, he reduced the chances of a power struggle and publicly backed his successor, Tim Cook. If a successor had not been chosen, it is unlikely that Apple’s core business would have been able to maintain its momentum two years on since the passing of Jobs.

Warm wishes, Donny

Understanding People Is A Key Factor In Transition Management

Change or getting out of one’s “comfort zone” can really frighten employees in an organisation and yet the pace of innovation demands that organisations keep ahead of or at least keep pace with change to ensure sustainability, competitiveness and remain relevant to their customers and clients. A great strategy that could establish a business on a projectory path of success could still fail if it is not implemented well using appropriate methodologies of Transition Management.

What does this mean? Well, the starting point is to understand people. Sounds easy? Maybe, maybe not. A lot of leaders and managers struggle to understand the human factors when it comes to our attitudes at work. We have a tendency to assume that everyone has the same values as we do and that we are all one way or another driven to behave by the same reasons. Plans, outcomes or implementing a change can all go awry if employees do not have ownership by being included in the planning stages or believe in either the idea or the plan.

It is not due to malicious behavior to jeopardise the implementation of a change, it is how people naturally behave when it comes to change. One of the greatest books that simply highlights this behavior is called, “Who Moved My Cheese?” by Spencer Johnson.

The combination of a strategic plan with business logic and employees with emotional factors and buy in are a typical marriage forged into a transition management model. As long as the implementers of a strategic change understand this marriage, the likelihood of success increases.

To understand this concept better, try applying it on a personal level. Managing change can be tough and while we all subconsciously manage transition in our daily lives (a new home, career, partner, computer, even a new route to work) we may involuntarily resist any form of change that we do not understand or cannot see any form of benefit. Our minds are often set to perceive the current situation as the best we can achieve which can limit ideas and possibilities for improvement. We create a paradox where the result is using the transitional management skills we learnt in life to maintain the status quo.

Transition management should never be looked down upon. It should be used in cooperation of our subconscious to our conscious. As leaders of change, we must understand that people fear change however, understanding the fears that employees have can be used to enhance our focus and appreciate the resistance and convert it into motivation so that we all CAN rise to the occasion to accept and implement change.

Warm wishes Donny

Mastering Your Thoughts

Mastering your thoughts can be a challenge to say the least. People often forget or don’t know how powerful one’s mind can be and in turn how destructive it can be without applying control.

Your mind, specifically your thoughts, affects your perception and therefore, your interpretation of reality.

Put simply, it pays to be the master of thoughts. To be the master of your thoughts can dramatically transform your life. To change this, your way of thinking can change nearly every other aspect of your life. From destructive to constructive, illogical to logical, being misinterpreted to being understood and from frustrated to being fulfilled.

A remarkable book on time management (Getting Things Done by David Allen) covers what many people do not recognise, ie there is no point of thinking of something over and over again. There is no point of worrying about something, as it is a thought that does not evolve, it can create a compounding amount of fear and stress and can turn into an endless loop.

It is those kinds of thoughts; the illogical, destructive and obstructive that we need to dispel in order to focus our energy on our work, our loved ones and ourselves so we can be in control of our own life.

“Think of your head as an unsafe neighbourhood, don’t go there alone.” – Augusten Burroughs, Dry

Thought mastering has been sought for several millennia. Buddhism teaches thought mastering through meditation, to control breathing, to be tranquil and to be insightful so you may have a peace of mind while exploring the avenues of your mind. Though Buddhists have been teaching it for over 2500 years, it has yet to be mainstreamed into modern curriculum and unfortunately leaves most people without a coping mechanism when dealing with stress, frustration and being unable to focus.

Being able to recognise the thoughts that accumulate when we are unfocused, frustrated and stressed is the first step to mastering our thoughts. Then to practise, either intersect and exchange negative thoughts with focused positive thoughts or to directly end the negative chain of thoughts with breathing techniques and ‘an empty mind’ are the foundations to mastering your thoughts.

If we can manage to be the master of our thoughts, our potential is limitless. Knowing the methodology of mind over matter, we begin to understand that success is psychological and learn to interrupt and stop any thoughts of worry. This will alleviate our former selves and build our latter selves to become masters of our thoughts.

Warm wishes Donny

Executive Presence – what is it and how do you get it?

Executive Presence is a term that has been around leadership circles for a few years but exactly what it is can be confusing. There is not much clarity or consistency as to how the idiom is used.

According to a 2012 study by the Centre for Talent Innovation, a non-profit research organisation in New York, “being perceived as leadership material is essential to being promoted into leadership positions.” The 268 executives surveyed said “executive presence” counts for 26% of what it takes to be promoted.

So what is the art of Executive Presence?
The term describes the potential for getting into – and remaining – in the executive suite. The study revealed three areas that govern the perception of ‘leadership material’: the ability to stand out and project gravitas – poise under pressure, confidence, and decisiveness; high level communication skills including public speaking, assertiveness, and the ability to read people, audiences and workplace situations are necessary components; and your appearance – dressing like an executive is most important.

Influencing skills, a major part of emotional intelligence, is vital. People who exhibit executive presence are inspiring and have magnetism, the ability to easily connect with and influence others. They speak up, use strong and clear language, communicate with energy and passion, and display positive body language. They are recognised as someone who doesn’t rely on their authority or job title, but can influence and shape outcomes of situations positively.

Forbes contributor, Glen Llopis, writes that executive presence is the new normal and a critical success factor in high-performance workplace cultures. He lists several characteristics of executive presence including:

• Your presence is felt once you walk into a room
• You inspire people and are likeable and trustworthy
• You are perceived as important, valued and respected
• You are social, well read and share fresh perspectives
• You share and create opportunities for others
• You have an elegant way of approaching, engaging, and getting to know others
See the complete list

Impression Management – a key part of career success
Paul Aldo, who heads up an Atlanta-based consultancy in the US, has identified and tracked a list of nine qualities, or themes of personal engagement, which he says consistently characterise executive presence. People who have presence project these qualities in a natural and authentic way.

Aldo says that “exploiting our expressive tools is called impression management and it’s a big part of executive success. It determines how we come across to others and engage with them, giving them a more complete context for evaluating who we are.”

Executive Presence is as important as your current job
“Creating executive presence and focusing on career advancement is a separate, part-time job that deserves almost as much attention as your current assignment,” says Joel Garfinkle, who helps clients develop their presence and works to overcome common career roadblocks. He considers it is something that is practiced, learned and developed over time and you need to be dedicated and honed in your approach to reach your full potential.

How do you develop Executive Presence?
At Behind Closed Doors, we offer expert mentors, coaches and programs to support you in the development and expansion of your UVP (unique value proposition - and selling points). Being authentic and true to your values are key aspects of executive presence and we advise and assist you with your own distinctive expression of executive presence so that you are true to your core self.

• Has someone said to you “You need to improve your presence”?
• Have you been told the reason you didn’t get a role through a recruitment agency was because you are over qualified?
• Have you wondered why you keep missing out on promotions even though you are more talented?
It may be because you are not demonstrating executive presence.

Let us hear your comments about the importance of Executive Presence!

Warm wishes Donny

Mentoring can provide a powerful boost to career success

Executive mentoring is typically a trusted one-on-one relationship between a more experienced and less experienced executive. It is built on encouragement, constructive comments, openness and honesty, mutual trust and respect, and a willingness to share. There are other important elements as well – confidentiality, accountability, commitment, time and chemistry.

The right Mentor-Mentee match is gold, and like any relationship, you may not find the “right fit” on the first meeting.

Do you need a mentor?
Business leaders often refer to their mentors as a key part of their success. If you find a wise, trusted and experienced adviser, the right mentor can contribute significant value and have a considerable impact on your career performance and level of success.

Kim McGuiness, MD of Network Central, believes having a mentor allows women to build confidence, learn new skills, brainstorm ideas and build stronger networks: “Mentoring can be particularly beneficial for women as they often face more barriers than men, are balancing competing priorities and unconscious bias, and have less exposure to senior management… it also helps with understanding corporate politics and protocol.”

What can you expect from a mentor?
People who have had a good mentor report boosts to self-esteem and confidence, work promotions, improved skill sets, better and wiser relationships at work, ‘tools’ to handle difficult situations, increased industry knowledge, better networking opportunities, good career guidance and better work and personal life quality. Mentors are particularly invaluable when there are difficult challenges in your work situation, or you want to fast track your career and need a trusted person to discuss options.

How do you find a mentor?
Mentors can be found by introduction, sourcing via internal and external networks, or through organisations specialising in mentoring and coaching services. The latter offer structured programs where you get the immediate benefits of a set number of sessions, actions to complete between sessions to achieve your specified outcomes, and goal setting.

Behind Closed Doors and Bottom Line offer structured and flexible mentoring programs to meet your individual needs, as well as networking opportunities through their business events. Our mentors are active working professionals who are willing to share their institutional knowledge and experience and challenge existing thinking, behaviours, ideas and practices.

Be strategic in your approach
Before you start looking for a mentor, it is important that you do some thinking and planning. You need to be strategic and targeted in your approach, understand what you want in a mentor, what your desired outcomes are, and research mentoring options. Two key elements to consider are that the mentor’s character is compatible with yours, and they have the level of experience and seniority you can learn from.

Women are encouraged to choose male and female mentors. Women mentors ‘get’ the challenges other women face juggling careers, family and friends, plus time for themselves. Males are valuable in that they have a different perspective and can help you understand the best ways to communicate to other males to ensure your messages are listened to.

Have more than one mentor
Jeanne Meister, partner at Future Workplaces and interviewed recently on the HBR blog, considers that people can have more than one mentor and says that many successful individuals create their own personal “board of directors”. These clever professionals identify skills gaps, such as building cultural intelligence, better innovation skills, or a deeper global mindset, and then deliberately target mentors who can help them in these areas.

Mentoring can benefit the mentor too
Mentoring can be a highly rewarding experience for a senior leader and a powerful way to give back to society. Reverse mentoring can give mentors insight into the mindset of less experienced professionals and increase knowledge in areas like emerging technologies and social media. Mentoring is also renowned for its capacity to build networks with the rising leaders of tomorrow and to identify future talent.

Becoming a mentor will help you build deeper listening skills, allow recognition of your professional abilities, further develop your leadership qualities and offer a sense of satisfaction as you guide someone on their career path.

Finally….
I believe you need to have many mentors throughout your career, both male and female, to continually challenge you and encourage you to attain greater success. TIP: always keep in touch with your mentors by penning a card or letter to let them know where you are in your career journey.

Learn more about Behind Closed Doors and Bottom Line mentoring by visiting our websites.

What is your experience with mentoring?

Warm wishes Donny

The Crucial Role of Executive Assistants

Executive Assistants play a crucial, and sometimes complex, role in organisations. A key business ally and strategic asset, they often have a wide range of responsibilities from overseeing employees to making strategic decisions, apart from being the main everyday support for an executive.

Managing information flow, being a gatekeeper to control access to the boss, dealing with basic financial management, preparing papers and reports, attending meetings, planning and organising are the usual tasks for an Executive Assistant. In reality, their day is often crammed with an array of other responsibilities, such as managing the latest technologies, dealing with office politics or organisational change, handling stress for themselves and their boss, resolving conflicts, motivating fellow workers and mastering the intricacies of internal public relations.

The return on investment of a skilled assistant is substantial as they filter distractions so their boss doesn’t have to sweat the small stuff and can focus on being proactive and influential for their organisation. The best EAs are indispensable giving companies and their managers a human face.

Talented Executive Assistants smooth the life of their boss
Matches between executives and their assistants can be tricky. Good matches can be hard to come by, which is why many assistants follow their boss from job to job, working for many years for the same person. Melba Duncan writing in HBR says “personal chemistry and the one-on-one dynamic can be more important than skills or experience.”

Richard Branson says his assistant is key to the smooth running of his work life. “Helen is my memory,” explains Branson. “She can read my mind and know what I am thinking before I ask.” He says that while smartphones and tablets have a huge positive impact on working life today, “it is the people around me who really make the difference.”

Branson believes that many organisations are using technology to make assistants a thing of the past but feels they may be missing the point because assistants are a great sounding board and a source of fresh ideas. The current focus on flatter organisations is often just a cost-cutting exercise that leaves countless, highly paid middle and upper managers to arrange their own travel, file expense reports and schedule meetings. Sometimes it is passed off as egalitarianism but it often forces top talent to misuse their time, stressing them out with basic tasks.

Attributes that keep Executive Assistants at the top of the game
Important qualities that make a good EA indispensible include:

• Keeping things private
Being in the position of EA signifies you are working for a key executive, giving you access to more knowledge about things than many others in the organisation. The boss expects you to be discreet about confidential information and not be part of the “gossip club”. Often bosses will share professional and personal information and use you as a sounding board, so you need to be trustworthy and mature in these communications. Managing to stay apart from office politics is an important path to tread.

• Being courageous
As you have such a close and trusting professional relationship with your boss, it is important to be able to speak your mind and give advice if you have a view of what needs to be actioned.

• Learning to read the company culture
High emotional and social intelligence is key to reading the culture of the organisation. A tuned-in EA can provide their boss with a sense of what is happening at employee level that they may not be aware of.

Professional Development for Executive Assistants
Behind Closed Doors runs Professional Development, Mentoring and Networking programs for EAs nationally, providing an invaluable support group to discuss challenges, receive guidance, build confidence, and focus on strategies to ensure they continue to add value.

For information on our Professional Development, Mentoring and Networking programs for Executive Assistants click here.

We would like to hear from you.
• Is your boss utilising your EA skills extensively?
• Do you have the confidence to provide advice (strategic or otherwise) to your boss?
• Does your boss or other executives spend time doing their own emails, booking appointments?

Happy Administrative Professionals’ Day - 24 April!

Donny

Bullying is on the rise in the Australian Workplace

The situation in Australia:

• The Federal Government is moving to introduce a national definition for workplace bullying as business is struggling to cope with a spike in accusations • The Productivity Commission estimates that bullying at work costs the Australian economy between $6 billion and $36 billion annually
• Complaints are on the rise with calls to hotlines in the thousands but it is believed that most cases go unreported, with victims suffering stress and health problems, or leaving the workplace

What constitutes bullying?
Career adviser, Catherine Adenle, has posted a comprehensive article on workplace bullying on her website. She defines bullying as a deliberate attempt to belittle, control or undermine someone. It typically happens over a prolonged period of time and can severely damage self-esteem and confidence. It can be obvious or subtle and it can happen in front of others or in private. It can cause a lot of stress to the person being bullied and it can have far-reaching, damaging effects on work colleagues.

Bullies will usually combine various types of behaviour including:
• Ridiculing you or being sarcastic towards you
• Damaging or undermining your reputation and position
• Humiliating you in front of others
• Criticising or ignoring you, or undervaluing your efforts

Why do people bully, and why do women bully other women the most? The rise in long hours and high-stress work environments could be to blame. Some bullies are unconscious of their effect on people, whilst others consider it a mark of strong management. There are others, however, that like the energetic power-play, the sense that they are powerful, and get pleasure in having someone who is feeling vulnerable in their sight. Statistics reveal that women bullies single out other women more than 70 per cent of the time. It seems that female bullies want to undermine, belittle and intimidate the more vulnerable women in their midst. They may be threatened by the potential success of others and don’t want them to be prominent; they may exhibit a perfectionist personality and nit-pick endlessly about performance; or they may be suffering stress and pressure with the demands of their role.

Bullying at senior levels
Executive bullying can occur at all levels of an organisation, creating an unhealthy work environment rife with micro-management, information hoarding and self-interest. It stifles innovation, productivity, creativity and openness. Some professionals need to exert power over others to fulfill their own personal goals, distracting colleagues from real business concerns.

At Board level, it can have an impact on a company’s governance structure and reputation, with the Directors being paralyzed and dysfunctional around decision-making.

Executives are least likely to report bullying for fear of damaging their career prospects. There are so many talented people who leave organisations prematurely and ‘walking with their feet’ is their way of dealing with the bullying problem. This approach does not deal with the core issue though, as bullies may be found in the next organisation or Boardroom.

Dr Carlo Caponecchia is an Australian expert in psychological hazards at work and co-author of “Preventing Workplace Bullying”. His website Beyond Bullying is a good general resource for both employers and employees. He sets out clear guidelines for those who believe they are being targeted including knowing your rights, seeking information and assessing the situation, and collecting evidence with detailed notes and objective facts.

Is a workplace psychopath in your midst?
As I travel across Australia, people are telling me that Dr John Clarke’s book “Working with Monsters” is helping them the most in dealing with bullies. Dr Clarke calls them ‘workplace psychopaths’ and says they exist in a variety of workplaces. His research shows they are individuals who manipulate their way through life, leaving an indelible mark on both their victims and society. They are destructive men and women - cunning, self-centered, ruthless and terrifying, making working life a living hell for many of us. His book outlines their psychology, their motivation, and shows how to recognise and manage a workplace psychopath within your midst.

• Have you any comments about bullying?

Donny

BYOD: just one of the issues requiring a shift in approach for mobile, flexible workplaces

Marissa Myer’s edict to her Yahoo workforce two weeks ago that working remotely will be no longer possible for her employees ignited fierce debate across media sites and the online world. For some businesses, having the team gather at a physical location on a daily basis is critical, while for others, incorporating the concept of virtual work, flexibility and mobility into their business model is seen as both good business sense and an unstoppable force.

Michael Bloomberg considers working from home “is one of the dumber ideas I’ve ever heard”, while Richard Branson is for it, believing choice empowers people and makes for a more content workforce.

Managing a virtual workforce has numerous challenges such as keeping track of what everyone is working on, leading a remote team, costly security issues and ensuring high productivity.

Last year, Fast Company published 3 Tips for Managing a Virtual Work Force, aimed at keeping a finger on employee morale.

Tip #1 Make sure you have the right tools in place including collaboration and document sharing tools, avoiding the confusion of multiple versions by leveraging tools like DropBox, and shared calendar programs like iCloud.

Tip #2 Reward people, virtually or otherwise suggests ways to monitor billable hours and other metrics, and how to keep morale up in this emerging cultural workscape.

Tip #3 Incorporate in-person connection stresses the importance of connectivity and cultural isolation issues, which was highlighted by Sharon Ferrier on her recent behind closed doors Think Tank post: Working from home stifles creativity.

Bring Your Own Device - a radical shift in client computing
One of the other challenges hitting workplaces is the BYOD (bring your own device) trend, which is gathering pace. Ten years ago, organisations issued executive teams and travelling staff with Blackberrys and laptops, while nowadays, sales and business development staff are issued with tablets. However, many employees these days own their own smartphones, tablets and laptops and don’t like to carry, or move between, work and personal devices.

Gartner considers ‘the rise of bring your own device’ programs is the single most radical shift in the economics of client computing for business since PCs reached the workplace.” (BYOD: New Opportunities, New Challenges, Gartner Report, 16 August 2012)

BYOD requires company policies that don’t compromise security, increasing the risk of data leakage, and keeping track of vulnerabilities and updates. This has seen the rise of Mobile Device Management Software and specialised companies offering solutions in this space.

BYOD can create headaches for business - but benefits employees
behind closed doors member and a Manager of Information Services, Jodie Rugless, has implemented a BYOD policy for her workforce and believes hers to be in the first 10% of Australian organisations to do so. In her opinion, the benefit of BYOD is employee satisfaction and personal productivity improvement. People like using the devices they are used to and, as a result, they are more personally productive and satisfied.

For benefits on the organisational side, however, there are many skeptics out there. Steve Ranger, executive editor of ZDNet and TechRepublic UK, wrote recently about why BYOD won’t suit every business BYOD: 10 reasons it won’t work for your business. Ranger believes the BYOD culture may not work for everyone: staff resent paying for their own phones, laptops and tablets; it can make life harder for the IT department; it won’t cut costs; and security is one of the biggest headaches.

• What’s your view of BYOD?
• As a leader, how do manage your people around flexibility and working off site?

I would love to hear from you!

Donny

Yahoo CEO's ban stirs up workplace flexibility discussions

Corporate America’s most famous working mother, Yahoo CEO Marissa Myer, has started a storm of controversy in the media, on Twitter and across blogging sites since announcing she is not allowing her employees to work remotely.

Mayer’s rationale, as outlined in a memo to staff, is that communication and collaboration work better when people are together, improving both speed and quality. She noted that some of the best decisions and insights come from hallway and café discussions, meeting new people and impromptu team get-togethers.

Advocates of workplace flexibility have responded negatively to the announcement. Time poor working mothers, in particular, are in an uproar as they feel Mayer’s decision is setting them back, by taking away their flexible workplace arrangements and not allowing them to care adequately for their families.

Supporters have come out saying that Mayer’s decision is right as face-to-face interactions are more productive, tending to produce more innovative breakthroughs, something Yahoo needs right now. Critics say that the most talented staff will take the exit door, leaving behind those employees without options resentful of the ban. Some leading commentators found that it was a worry if a technology company couldn’t figure out how to collaborate remotely when it was an issue throughout the modern work world. Richard Branson is quoted as saying “Give people the freedom of where to work.” (Mayer fees heat over telecommuting ban, SMH 27 Feb 13)

Workplace flexilbility is a trending topic right now. A 2011 study by WorldaWork found companies that embraced flexibility had lower turnover and higher employee satisfaction, motivation and engagement (SMH 27 Feb 13). Studies have found that remote workers are less productive than their on-site colleagues, whilst other studies have found remote staff more productive and motivated.

A study reviewed in the MIT Sloan Management Review last June showed that telecommuting may be hazardous to employee evaluations. “Companies rarely promote people into leadership roles who haven’t been consistently seen and measured. It’s a familiarity thing, and it’s a trust thing. … their presence says: Work is my top priority. I’m committed to this company. I want to lead. And I can.”

Google, Apple and Facebook are among the leaders in creating ‘closeness’ in their workplace environment by designing their campuses to include gourmet cafes, free food, gyms and comfortable meeting rooms where their staff can mingle and talk. This is to encourage people to stay at the workplace rather than work remotely, although none of these companies have a ban on working from home. The Los Angeles Times noted that there is an unwritten rule at major Silicon Valley companies…that just because you can work from anywhere, doesn’t mean you should.

What’s your view?

• Do you think working at home is the wave of the future or hurtful to productivity?

• Does your organisation support workplace flexilbility? Does it work? What are the upsides and pitfalls?

• Do you feel you are expected to show your face at work and that your performance and commitment are linked to face-time?

Let’s hear from you!!

Donny