When employees address issues early on — and without hesitation — organizations change for the better.
My biggest worry revolves around leading cultural and behavioral change in societies that have typically been more hierarchical in nature. In many markets, success has always been driven by presenting one’s boss with an already-solved problem and not getting much input from others.
Today we ask our people to escalate issues early — often before they even know how serious they may be — and to engage others. Engaging others helps get to the right solution with the full franchise view and leverages best practices across the institution. We also ask our people that if they see something that might be awry, to say something — and to the right leaders without hesitation — which does not always fit the legacy processes of a hierarchal organization. In some countries, this can be seen as being disloyal to one’s boss.
In this instance, I find it is critical to spend a lot of time providing the context and reason why we need the change. People need to relate to it at a personal level, so I use a lot of examples of situations I have faced — some very personal to my family and not just to my professional context — to help drive home the point and to role model what I am asking of others.
By Jane Fraser, CEO of Citigroup Latin America.
The author surveyed 5,600 workers from various industries from January 2019 to December 2021, finding that worker dissatisfaction not only starts as early as age 25 — it’s been here since before the pandemic started. Her advice: aim for work-life alignment, not work-life balance. Find out what drives them as an individual — and reshape their jobs together. Engage them in the recruiting process.
There’s been a lot of buzz about a 4-day workweek. But it will be the ‘4 + 1’ workweek that ultimately wins out: 4 days of “work” and 1 day of “learning.” Several forces are converging in a way that point toward the inevitability of this workplace future.
How can leaders help their teams combat change exhaustion — or step out of its clutches? Too often, organizations simply encourage their employees to be resilient, placing the burden of finding ways to feel better solely on individuals. Leaders need to recognize that change exhaustion is not an individual issue, but a collective one that needs to be addressed at the team or organization level.