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Your work model is not working? High attrition rates? Low profits? Maybe the organisation needs a new approach.
“Organisations are no longer built on force, but on trust”.
The time has come to urge everyone involved in an organization to see things from a different perspective and focus on the way organisations need to be managed. “How to start and how far to aspire?” needs to be tailored as per the organisational motives.
Top management support is essential for changing the culture in an organisation. One needs to monitor, explore and show the impact of decisions made by actual performance with results. Hence, results do matter! Creating a genuine learning organisation which aspires to grow will motivate employees to contribute their best.
One needs to conduct a survey among the employees to assess attrition rates. The SCARF (Status, Certainty, Autonomy, Relatedness and Fairness) model helps us predict the threat of turn-over of staff. SCARF defines the five domains of experience that activate strong threat and rewards in the brain, thus influencing a wide range of human behaviour. Don’t run an organisation to earn profits, rather earn profits (trust, respect, care) to run an organisation.
Today, technical and operational developments compel the organisations to relook and redirect strategies formulated and executed as in the past. Organizations need to believe in people who have been keen to grow, develop, have a learning attitude and then bloom into effective leaders.
A key to brain change is systematic training in a self observational skill called mindful awareness, which empowers people to respond rationally to an emotionally stressful stimuli. Our working memory based in the prefrontal cortex used for learning new activities has limited resources. Any activity performed repeatedly is pushed down into the automatic mode occupying the cognitive function reluctant to change.
The primary reason for disengagement with the organisation is lack of trust. Two questions which arise in our minds; first, is there a measurable cost to low trust? Second, is there a tangible benefit to high trust? If we have a low trust organisation, we are paying a tax which may not reflect on the income statement, but are still disguised as other problems.
Layers of management, redundancy, overlapping structures, bureaucracy, office politics, manipulations, hidden agendas, holding meetings without a clear vision results in waste of time, energy and resources.
Hence, identify employees with integrity, appreciate and respect them for their contribution in an organisation to place one step forward for the growth of the organisation. Strong reputations are built by the way they conduct their affairs with transparency and trust, thus enabling an organisation to develop with a new approach.
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Image source: executives by Shutterstock.
Being a doctor by profession my passion is to serve people and teach medical graduates.
I would like to express my sincere gratitude to the Editor David Rock of NeuroLeadership Journal for his work on the SCARF model: a brain based mode for collaborating with and influencing others.
I would like my viewers to log on to http://www.Neuroleadership.org for further details.
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