Start-ups seem to be all the rage at the moment with more people than ever before turning their backs on “working for the man” to scratch an entrepreneurial itch and/or follow their passions. For those who have dreamed about starting their own business, I thought it might be interesting to get an insight into the good, the bad and the ugly.
About 20 years ago, when I was still at uni, I used to work at a little bar in North Sydney. To be honest I can’t even remember the name of it but one memory sticks in my mind like it was yesterday. Being a lowly glassy, my job was to clear the tables and one night I took the glass of one particularly large bloke who hadn’t quite finished his last little sip.
One the big mistakes I see from managers is taking a “divide and conquer” approach to their teams. A lot of the time they don’t even realise they’re doing it and it’s usually borne from frustration. I’ve done it plenty of times myself, for example, someone in the team is doing a poor job and creating issues, and so in frustration I've started having a bit of a whinge about what a crap job they’re doing…
Did you know that 70% of employees are not engaged at work? Or that 89% of employers think their people leave for more money, when only 12% actually do leave for more money? Companies with highly engaged cultures have been shown to be up to 3 times more profitable than companies with disengaged cultures, which means this is a topic that directly affects your bottom line, but so few businesses understand what their people really want!
Recently, a friend of mine (let’s call him John) attended a meeting where his manager, in an apparent attempt to increase the customer’s perception of himself, introduced him as "my employee". Now, John is an employee of the company, that’s true. But did his manager really need to introduce him that way?
This is the final post in a three-part series where I am taking a look at the world of office politics, together with some key tips on how to navigate them. Last week I looked at the ugly side of office life but this week I am pleased to be able to write about the other side of it; that is, how through being more open/giving, being more human and surrounding yourself with great people, you can rise above office politics. As Adam Grant says, the notion of giving is by far one of the most effective ways to be successful - in the workplace, it can allow you to gain meaningful and sustainable support from those you do business with.
In case you didn't see it, Envato was the winner of our search to find Australia's Coolest Tech Companies. We thought we'd have a chat to Elizabeth Enders, Talent Acquisition Manager at Envato, to find out a little more about the business and how they're using JobAdvisor.
This is the second post in a three-part series taking a look at the world of office politics, together with some key tips on how to navigate them. Last week we looked at the guiding principles you can use to better understand the people you work with. Using those guiding principles, it’s important to be able to recognise some of the more, shall we say "interesting" individuals you might run into along the way. Below I’ve listed a few of the key archetypes that you might find in the office, and how to handle them!
In 2006, Google became one of the first companies to actively increase its focus on workplace culture, adding the title “Chief Culture Officer” to its (then) head of HR’s job title. Following Google’s lead, other companies have appointed their own chief culture officers or added culture management responsibilities to existing roles. But what exactly does "culture" mean?
This is the first of a three-part series where I am taking a look at the world of office politics, together with some key tips on how to navigate them. You’ve just spent the entire week and part of your weekend working on a presentation that your boss wanted ready for your 10.00am on Monday with senior management. You’ve poured a lot into it and as the presentation ends there is applause, the audience is excited and impressed. The praise starts to pour but it’s not on you. Instead, your manager happily stands there and laps it up, without even a side glance in your direction. And as you sit there, at the back of the room, you start to wonder why you bothered.