At logistics company DHL, initiating new staff starts long before they show up for work. First, they are sent their contract in an attractive folder. Next, two weeks before they are due to begin, they receive a package called DHL in a Box. This includes a video, a copy of their learning programme and a welcome card from their manager and colleagues.
> Read the full article on the Financial Times website
By Rhymer Rigby
Source: Financial Times
Most of us think we have to make a difficult, binary choice between being a good person or being a tough, effective leader. This is a false dichotomy. In truth, doing hard things is often the most human thing to do. There are two key ingredients — wisdom and compassion — and it takes learning and practice to lead with both, as well as some unlearning of conventional management habits.
A lack of transparency has been a workplace problem for years. Not only are workers happier in transparent workplaces, but they may also be more likely to stay in their jobs; research shows when communication is poor, many workers are more likely to consider leaving their positions.
“Toxic” has become an increasingly popular term to describe anything that could be psychologically unhealthy for us or encourage negative patterns. Unfortunately, this word is particularly applicable to the workplace. If business owners and managers aren’t careful, the organization and work culture they worked hard to build could spiral into the kinds of conditions that make their employees dread turning up to work every day.
