The mother of assumption is laziness. It is so easy to use fluffy corporate speak that doesn't really mean anything and can be deciphered in so many ways that you can squirm out of many sticky situations. "I said soon, but I didn't mean this soon."
We're proud to share our latest work that's gone into the app with these major updates since our last blog:
- Sending an Unassigned Mission
- Creating a Personal Mission
- Restricted Users
What success looks like is conventional wisdom that I hope is changing (it still applies but I'd like to see that change!). I think it is really important for each individual to define what success looks like for them, at that stage of their life rather than adopting corporate mantras of promotions, money, status, etc.
The term 'are you on the bus or off the bus' is a marker for failed leadership. If I ever hear that, I instantly feel we've got something wrong. It's a veiled threat that masks a leader who has exhausted all their tools without getting buy-in from the team. It is used by leaders trying to reinforce their own position.
We've learnt some serious lessons over the last 4 months of our startup journey where we've been single mindedly focused on growing our website traffic:
- There is no such thing as SEO
- Google AdWords have traps to steal your money
- Everyone else's growth hacks don't work
- Don't confuse research with moving forward
In the case of students I have a big responsibility to keep them on track and motivated. Milestones can be a way to do this but when they aren’t clear or mutually agreed upon, it rarely works. And when goals are unrealistic and never achieved, it can quickly lead to a pretty negative experience for everybody.
We don't become emotionally indestructible robots the moment that we walk into the office every morning. We all "bring our problems to work" one way or another. The question is whether we're able to discuss them with our colleagues and leaders.
It's easy to see how people can take on so much that they find it impossible to decide on anything. A decision-making paralysis can set in and before you know it you are staring out of the window for minutes on end, hoping for these endless questions to disappear from your life for a while.
Task management and the beginning of a new year are a natural marriage with all the new years resolutions being formed. We're super happy to be helping you stay true to your commitments and excited to unveil our updates for January.
When humans sign up to our service, we see they are most curious about our mission process. Many create a second account just so they can send themselves a mission to see how it works and others send a little test mission to close team member - this blog shows a step by step view under the hood of your missions.
Our users have come up with all sorts of great ways to use Crewmojo, we thought we'd dedicate this blog to building a growing list of inspiration and use cases. Let us know if we're missing any!
Job descriptions no longer apply in today's workplace. The best teams focus on the outcome that the organisation needs to achieve and adapt themselves to do what needs to be done. Commonality of purpose (with passion) trumps a job description any time.
If you need to "tick a box" in your employee engagement policy, regular appraisals can feel more like a corporate chore. If you care more about making a difference to your colleagues (and this doesn't necessarily need to be a manager-employee relationship), then a "tick the box" approach to feedback is the last thing that would be on your mind. Fostering a culture of "micro-feedback" is essential if an organisation is going to grow.
I predict that resilience and mental strength will be crucial, we will need to re-focus on self-critiquing and continuous improvement of oneself rather than pointing out inabilities of others, human interactions will remain extremely important.
You wouldn't get into a car as a passenger and tell someone which gear they should select or which lane they should be in. When assigning tasks to others, managers must leave their ego at the door and accept that not every task will be done "their way." Everyone has their own success formula, and the moment that you dictate how something should be done, you are likely to cause frustration for the "driver".
Happy Xmas to all - wishing everyone and safe and happy festive season. We've managed to squeeze out some cool features before the year is out, we think they make a big improvement to the app and hope you like them too.
I predict open floor plans will slowly die out. Whether it's because remote becomes big(ger) or, more likely, leaders realize that their team needs to have quiet, focused space to work.
It is our firm belief that mojo is something that is floating under the surface in any given team. Given the right set of behaviours, the right management culture and a commitment to each other, any team's mojo can erupt into a glorious fountain of positivity.
One conventional thought was that managers are here to tell us what to do. In my generation we grew up with the idea that our manager's word was final. "Why is the manager's word the last word? Because he or she is the boss - that's why!" When I first became a manager I had some of my team look at me as if I should be the ultimate oracle and font of knowledge. In no way should this apply now.
If you let your people off the leash to express their talents, what you lose in control you gain in engagement. When you trust someone implicitly to do a job for you as they see fit, you gain a unique type of loyalty. They don’t want to let you down. It is one thing letting other people hold the cards, but another thing entirely to trust them to play the hands their way.
You’ve got to know very clearly what you stand for (your non-negotiables), what you want, and then you must walk your talk. You can’t hold others accountable until you are willing to hold yourself accountable to the things that matter most to you.
Trade degrees like law, IT, accounting etc will vanish. They are completely absurd and the market will soon realise that on the job training and Certificates are all that is needed given how narrowly specialised and niched the professions have become. Plus a short university course that teaches you how to think, how to research.
Teams will be fluid and adaptable with skills being utilized in various projects regardless of titled role. Workplaces will identify the importance of retention and passive recruitment by creating an office environment people want to be in and flexible work arrangements that work for both parties.
Lots of small improvements over the last month mainly in response to feedback we received on the current features.
I predict that more women will eventually receive senior executive roles and become CEO’s. Statistics verify that companies with a high representation on boards and in senior management have between 4 to 6% better balance’s sheets and P&L success mainly due to their work ethic and their sense of responsibility to the company and their shareholders.
Top 3 tips for being a better leader:
- Set very clear direction and set high expected standards.
- Involve management teams deeply, then guide and support their subsequent plans.
- Deal swiftly with substandard performance.
I predict the skills needed to lead effectively will move away from theory and models, and into helping people to become better communicators, better self-managers and better humans who have the confidence, courage and skills to have the conversations that at the moment, they either avoid or implement poorly!
Lead by example: The golden rule is golden for a reason. From my experience, if you operate with honesty, integrity, mutual respect and treat people in your team the way you'd like to be treated... you pretty much can't go wrong.
The Mojoscore is based on the Net Promoter Score algorithm and produces results on a scale of -100 to +100 with anything over 0 considered good and over 50 is considered excellent.
A key reason for even the best strategic plans gathering dust is a lack of accountability to go with the plan. Couple that with day to day distractions that quickly divert attention onto short term wins and it's easy to see why execution can be hard. Remember, when most people walk out of a strategy session they do have the best intention of doing what was agreed.