Show Notes: Whole self

Bringing Your Whole Self to Work: A brilliant concept or lunacy?

Since Mike Robbins' TED Talk and subsequent book in 2018, the idea of bringing your whole self to work come up throughout organisational life. In this podcast, we get under the skin of the idea, evaluate it, and recommend whether it’s something we should embrace or an idea to bin.

Highlights:

What are we talking about?

• Bringing your whole self to work means being authentic and consistent in behaviour, whether at work or home. It encourages individuals to share their true selves, including both positive and less positive aspects.

Challenges and Considerations:

• The concept clashes with cultural norms in some parts of the world, where there's a clear separation between work and personal life.
• The shift to remote work during the pandemic blurred these boundaries, prompting discussions about the necessity of such integration.

What are the advantages for individuals?

• Pros include reduced mental load, increased creativity, and deeper social connections.
• But it’s not all positive: There can be risks, such as oversharing, potential damage to reputation, and difficulty in maintaining boundaries.

What about organisations?

• HR often drives initiatives around bringing your whole self to work, primarily to enhance the employee proposition and attract younger talent.

Conclusion:

• While the underlying principles of authenticity and inclusivity are valuable, the wording and execution of "bringing your whole self to work" can be problematic.
• Organisations need to focus on creating psychological safety and inclusive cultures, which ultimately lies with effective leadership.

John and Anna agreed that while the concept has merit, it needs refinement and a deeper focus on organisational culture and leadership practices.

If you have any Dedx suggestions email us at team@samsas.one with the subject line Dedx Idea. We would love to hear them!

John: https://www.linkedin.com/in/jadm/

Anna: https://www.linkedin.com/in/anna-wesson-54989929/

Music credit: by Yevhen Onoychenko from Pixabay

Disclaimer: The ideas discussed in this podcast are intended for entertainment purposes only and should not be taken as serious business advice. Listeners are encouraged to do their own research and seek professional advice before implementing any of the ideas discussed.

The high-performing team: an idea to keep, or a DedX?

In this DEDx podcast episode we explore the concept of high-performing teams. What are we talking about in this context, what value does this idea offer, and is this the right way to think about teams in your organisation? Is the idea one that has merit, or a DedX: an idea worth binning?

Highlights:

• What do we mean when we talk about high-performance teams? Teams that meet or exceed external expectations are usually output-focused.

Advantages:

• Productivity Boost: High-performing teams often deliver exceptional results, driving productivity and quality in the organisation.
• Innovation and Creativity: Teams that perform at a high level are more likely to generate innovative solutions and creative ideas, fostering a culture of innovation within the organization.
• Client Satisfaction: They are better equipped to meet and exceed client expectations, leading to higher levels of client satisfaction and retention.
• Efficient Collaboration: Effective teamwork leads to streamlined processes, faster decision-making, and better utilisation of resources, resulting in more efficient collaboration among team members.
• Employee Engagement and Satisfaction: Being in such a team can boost morale, engagement, and job satisfaction, leading to higher retention rates and reduced turnover.

Disadvantages:

• Pressure and Burnout: Constant pressure to perform at a high level can lead to burnout among team members, negatively impacting their well-being and overall performance.
• Unrealistic Expectations: Pursuing high performance may create stress for team members and lead to disappointment if targets are not met.
• Team Dynamics: Focusing solely on output may neglect important aspects of team dynamics, such as trust, communication, and psychological safety, which are essential for long-term success.
• External Factors: High-performing teams may face challenges from external factors such as leadership changes, market fluctuations, or unforeseen obstacles, impacting their ability to maintain performance levels.
• Risk of Overlooking Individual Contributions: Emphasizing team performance may overshadow the contributions of individual team members, leading to feelings of disengagement or undervaluation among team members.

Conclusion:

There’s a lot that high-performing teams offers as a concept, but we think there’s even more it misses. On balance, it’s an idea worth binning - there are better ways of conceptualising teams and setting them up for success.

If you have any Dedx suggestions email us at team@samsas.one with the subject line Dedx Idea. We would love to hear them!

John: https://www.linkedin.com/in/jadm/

Anna: https://www.linkedin.com/in/anna-wesson-54989929/

Music credit: by Yevhen Onoychenko from Pixabay

Disclaimer: The ideas discussed in this podcast are intended for entertainment purposes only and should not be taken as serious business advice. Listeners are encouraged to do their own research and seek professional advice before implementing any of the ideas discussed.

Performance Review - Love It or Hate it

In this episode we take a long, cold look at the effectiveness and relevance of annual performance appraisals. Are they a value add - they certainly take a lot of time and energy, or are they past their sell by date, and there’s a better way?

Highlights:

• What are we talking about? The idea of the performance appraisal began in the early 1900s with Frederick Taylor's efficiency studies. Given the focus on productivity, it evolved, properly taking hold in the 1990s, especially with Jack Welch's force ranking at General Electric.
• And today? The performance appraisal is pretty ubiquitous. It’s widely used across sectors, despite growing criticism.
• What’s the problem? There is a particularly muddled focus on most appraisals—past performance is discussed, often at the expense of future development. Even more confusing, some appraisals are linked to salary, behaviour, and development simultaneously.
• What do employees say? Frequently the appraisal creates anxiety due to its high-stakes nature and the feeling of being judged on an entire year's work in one meeting.

What are the Alternatives?

• - Frequent Conversations: Prioritise real-time, regular feedback over annual reviews.
• - Get clear on the purpose: Clearly define the appraisal's goals—whether for development, salary adjustments, or something else. Reducing ambiguity pays dividends.
• - Empower Employees: Increase transparency and encourage self-assessment to enhance agency.
• - Team Appraisals: Consider evaluating team performance in addition to individual contributions. This can be particularly effective when you are trying to promote collaboration in the team.

Conclusion:

It’s a split jury on this one. John thinks the annual appraisal is a slam dunk DedX. Anna is less sure and thinks it has a place if it can be reformed. What do you think?

If you have any Dedx suggestions email us at team@samsas.one with the subject line Dedx Idea. We would love to hear them!

John: https://www.linkedin.com/in/jadm/

Anna: https://www.linkedin.com/in/anna-wesson-54989929/

Music credit: by Yevhen Onoychenko from Pixabay

Disclaimer: The ideas discussed in this podcast are intended for entertainment purposes only and should not be taken as serious business advice. Listeners are encouraged to do their own research and seek professional advice before implementing any of the ideas discussed.