Welcome to the belivernomics blog


I will try my best to update this webpage with  thought provoking and interesting content, as often as I can.  Please feel free to leave comments as  there is much that can be learnt from the sharing of ideas.

By pa360, Sep 20 2015 09:40AM

The potential of leadership is boundless. Yet it is amazing how many organisations struggle to harness leadership capability in a way that enables them to empower their workforce; de-risk their operational environment and increase their competitiveness. Deployed effectively, leadership can be highly profitable - saving time & money and creating new income streams from new ideas. On the flip side, ineffective leadership is costly, often leading to needless duplication, inefficiency and unproductive effort.

So how do you translate leadership capability into organisational productivity and profitability? Well set out below are seven actions that will help you to do just that.

1. delegate– when a leader delegates they do three things: first they empower leadership potential further along the chain; second they contribute to organisational efficiency by circumventing bureaucracy and third they control risks associated with delayed decision making. Therefore, delegation not only increases productivity it also cuts costs and increases profits.

2. promote innovation – nobody is better equipped to solve organisational problems than those who deal with those issues on a day to day basis. An organisation that promotes innovation empowers others to lead with ideas and design better systems and processes. Better systems and processes contribute to increased efficiency and increased efficiency contributes to higher productivity and profitability.

3. set examples – it is amazing how the actions of one can impact upon or set the tone for others. I cannot think of anything that will make a more powerful contribution to dynamic organisational productivity and profitability than a good example that is applied consistently. Examples not only set the tone, they establish the trend and the trend once firmly established will become the norm.

4. be fair and be seen to be fair - if you want to get the best out of your employees in terms of productivity; loyalty and improved performance then treat them as you would want to be treated. Employees are not robots or units of production, they can be enthused and motivated or disempowered and demoralised. Create environments where people would choose to work in, not ones where they feel they have to work in.

5. share skills and knowledge – one of the biggest risks to organisational effectiveness is key person dependency or single point of failure. This often happens when knowledge about a business or activity is retained by one individual or postholder. That may be all well and good when that person is available, but it represents a significant risk to productivity when they are not. Sharing skills is a way to de-risk your organisational environment and safeguard productivity and profitability.

6. share success – sharing success could mean anything from sharing recognition to profit sharing. However you define it, if you give people something to share you give them something to own. An employee who is a ‘shareholder’ in the success of an organisation will feel a sense of belonging to, and ownership of, that organisation. This relationship is more likely to yield productivity and profitability benefits for an employer.

7. take the hit when it goes wrong during times of crisis, leaders must be in the front to shield the group. Courageous leadership engenders loyalty, boosts morale and underlines the value that an organisation places in its staff. In turn, employees with a high morale are more likely to be motivated and productive.

In conclusion, getting the best out of leadership requires more than a recognition of what needs to be done, it actually requires a determined commitment to do it.

By pa360, Apr 18 2015 08:42PM

A strong employee economy is the dynamic engine room of a successful organisation. An employee economy defines the habits, behaviours and routines that drive a business. In particular, it defines the relationships that exist between employees as well as between employees, their employer and the customer. If you are taking active steps to develop your employee economy, here are eight signs to look out for:

1. goodwill - unlike reciprocity, acts of goodwill are spontaneous and unsolicited. When employees extend goodwill they do so without the explicit expectation of a return. I deal with this subject extensively in my blog 'the goodwill economy'.

2. teamwork - evidence of a strong team dynamic is when employees work for the team, not just within the team. A strong team economy is one where people freely make their skills & talents available to the group and recognise themselves in the success and failure of others.

3. ideas generation - where-ever employees feel able to come up with ideas, it always provides good evidence of a vibrant ideas economy and a strong employee engagement culture. An apathetic workforce is far less likely to present ideas, particularly if there is a perception that their ideas will not be taken forward.

4. delegated decision making - a willingness to delegate decision-making is evidence of an employer's commitment to employee empowerment as well as their confidence in the ability of employees to solve problems. Meanwhile, participation in delegated decision provides evidence of collective accountability and ownership.

5. high retention rates - whenever employees are motivated, energised and stimulated they are more likely to feel a sense of loyalty to their employers. High levels of loyalty are likely to translate into high retention rates. High retention rates enable an organisation to retain the valuable skill and knowledge assets of their workforce.

6. low sickness absence levels - every organisation keeps its eye on sickness absence rates. This is primarily because sickness absence levels directly impact upon organisational productivity and profit. Needless to say, low sickness absence is often used as a proxy measure of a motivated and productive workforce.

7. high employee satisfaction - high satisfaction is a strong measure of the confidence that employees have in their employers. Higher levels of confidence build trust and provide a dynamic environment for collaborative working.

8. high productivity - a highly productive workforce will meet (and likely exceed) an employers expectations in terms of the quality and quantity of work that it produces. Such a workforce will be highly motivated, adaptive and efficient.

The above measures are by no means exhaustive. But they do provide a useful baseline for pattern spotting, triangulation and temperature checking. Employees are the most valuable capital assets of any organisation. To realise the full potential of their employees, employers must actively invest in their capabilities.

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