5 things I learnt from the 2014 FIFA World Cup and the lessons they have for business

Football

The 2014 FIFA World Cup recently concluded and despite on and off the pitch controversies, and much public anger at the cost of the Brazilian Government’s spending on infrastructure, the tournament was one of the most successful and memorable in living memory. Here are five things I learnt from watching the tournament and the resonance they have in business:

ONE – There is no substitute for team work and attitude:

Teams such as Costa Rica and USA were a prime example of team work and attitude. They didn’t have the household names and match winning players of other teams but they proved that getting basics right, having a nothing to lose mentality and punching above their weight together with helping other team members out when they were out of position made them a force. This propelled them to the highest level of performance any team can desire at a major tournament.

Business Lesson: Go beyond your job description and keep things simple. Believing in yourself and your team members will create a positive team environment. More importantly, understand what the common goal is and be realistic in your expectations.

TWO – Don’t be afraid to take a risk:

Netherlands coach Louie Van Gall embodied this in abundance. During the Quarter Final match against Costa Rica, Van Gaal substituted his first choice goalkeeper Cillisen and replaced him with Krul when the match went to penalties. The outcome of this was that Krul saved two penalties and this put the Netherlands through to the semi finals. His greater height and reach were sighted by Van Gaal as the rationale behind the substitution.

Business Lesson: Don’t be afraid to experiment. As a Manager, next time you have a project – put an untested team member on the project. Know your teams’ individual strengths and skills to get the best out of the team.

THREE – Have a plan B:

In each of the games Netherlands played, the team adapted their style and tactics to their opponents and that proved valuable as Netherlands progressed through the tournament. Van Gaal was a thinking coach who constantly studied the oppositions every move before executing his strategy.

Business Lesson: In business, it’s important to know what you will do in a clutch situation. Something might not work as you would expect. Have something prepared that you can revert to in times of need – a toolkit etc.

FOUR – Stick with the norm and you run the risk of failure:

By the time we got the Semi Finals when Brazil played Columbia, signs were evident that Brazil was not up to the standard of other teams. When Brazil played Germany, their weaknesses were laid bare and they imploded before the eyes of their country. In the aftermath of Brazil’s disastrous exit, it was apparent that coach Scolari was heavily reliant on Neymar and Tiago Silva who were the spine of the team. Scolari kept faith with the same team as he picked in the first match to deliver but as that turned out that was blind faith. Brazil were predictable, relied on the same tactics and never had a plan B.

Business Lessons: Don’t be afraid of mixing things up and when it comes to recruiting a team; do not be averse to individuals of unconventional backgrounds whose CVs may not read great on paper. Resist having similar styles of people in the same team and instead select individuals who would complement each other and a particular function and/or department. Above all, give indivuals time and autonomy and let them flourish.

FIVE – Feeling valued elevated a player:

Suarez, Neymar, Neuer, Messi, Robben, Rodriguez were all talisman to their team. Their talent is undeniable but what was even more important was that they had the support of their team, coaching staff, and when these players performed they had a domino effect on the rest of their team.

Business Lesson: Feedback and engagement are two of the most critical elements in business. Get either wrong, and you end up with a disenfranchised and de – motived workforce. To get it right, work out what truly drives your workforce and what puts them off. Move forward then by making a commitment to driving out the practices that create unhappiness in the workplace.

 

 

 

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The Changing Nature of Work – Our Future Working Environment

Glass offices

Technology, attitudes and demographics have dramatically altered our working environment over the years. A new conceptual age is upon us which requires working practices based on engagement. Information Technology research and advisory company Gartner has highlighted 10 trends that will shape our working environment in eight years time that will be discussed at a technology summit in London this September. Here are 10 trends that will dominate the workplace by 2020.

De-routinization of Work – It is expected that by the year 2020 a lot of routine work will be automated with non routine tasks such as selling of an insurance policy left for people to do.

Work Swarms – Work swarms are a new way to describe team activity that involves bursts of collective activity by any individual who is able to add value. Such teams will be ad hoc and informal in nature. The notion of a swarm is that these teams will quickly form, deal with problem and then disband.

Weak Links – Weak links are indirect indicators that rely on the confidence others have in the knowledge of people. The main feature of work swarms is that not everybody will know each other well. Instead, there will be more focus on the part of the individual to utilize their own personal, professional and social networks to develop and exploit both strong and weak links that will be used.

Working With the Collective – This is where social networking will come into its own. People will connect with other informal groups outside their organization bound by a common interest or goal to accomplish projects, and to gather market intelligence.

Work Sketch-Ups – The word ‘informal’ will increasingly define the pattern of work in eight years time. Process models for most non-routine work will be created on demand.

Spontaneous Work – Working practices will be less structured and more receptive to innovation in identifying new opportunities and creating new designs and models.

Simulation and Experimentation – People will be able to actively engage with simulated environments (virtual environments) similar to technologies depicted in movies such as Minority Report. This will add a new meaning to the concept of modeling where people will be able to interact with the data and manipulate its various parameters to gauge the response before using that data to formulate policy.

Pattern Sensitivity – This can be described as something that takes place within predictive analytics software. This will allow organizations to create specific groups that can detect emerging patterns by evaluating them to develop scenarios that will assist executives in corporate strategy and planning.

Hyperconnected – Hyperconnectivity relates to social networking and cloud computing that have created networks within networks. An increased emphasis on these networks will mean more work occurs in both formal and informal relationships across the organisation with implications for the way people work and how IT supports their input.

My Place – Technology has created virtual working environments where meetings take place across different time zones, and organizations with people who are complete strangers to each other who work in swarms to attack problems and devise solutions. The 9 to 5 job will be a rarity as more people work flexible hours and away from their desk making the lines between personal, professional, social, family and organizational matters disappear.

Gartner’s 10 work trends provide an interesting insight into what we can expect from workplaces in the future. As we exit the information age and enter a new conceptual age we will witness more practices based on engagement where individuals have more autonomy, more control and less routinisation in their work.

Organisational Failure – A rough guide to the red flags

Red flags

The global financial crisis has delivered a sucker punch to the integrity and reputations of companies. If you scratch beneath the surface as many financial regulators have, to expose the unscrupulous practices of companies, there will be many critical indicators  why many business empires within the banking and financial services industry came crashing down. But go further and beyond these industries, and it is issues relating to management, leadership, strategy and operations that can fracture and/or destroy a company. Here is a list of things (some lighthearted) which may help identify red flags that indicate shortcomings within a company:

  • The HR department should be at the forefront in practicing active talent management, not just a department that processes hiring and firing decisions
  • When the company uses propaganda to disguise its underlying problems, and presents a different image to the public
  • The company has a revolving door policy where the employee is literally considered disposable. Companies like this have a high turnover rate. They place regular job advertisements all year round
  • Relentlessly recording and monitoring employee’s activities. The reason given for this is for  training and monitoring purposes, but actually it’s just a way of micro managing employees
  • The scripting of client conversations – If there is anything that gets on the nerves of clients; it is people talking to them in robotic voices that starve the client relationship management process of individuality and life. Clients are not brainless and know when somebody is reading from a script
  • Setting overly challenging KPIs for employees that are counter – productive and encourage malpractice among employees. Targets only work if they if they are realistically challenging and motivating
  • Constantly changing KPIs, and manipulating performance metrics to limit bonus payouts
  • Weak and ineffective communication that results in employees never getting clear and meaningful direction of where the company is going
  • Delaying promotions and making it difficult for employees to progress
  • Promoting people on favoritism, and not merit
  • Lack of trust between senior management and employees – not being honest with employees
  • Poorly remunerating employees who deliver key front line services
  • Misselling the job at the interview stage just to draw people in
  • Micro-managing employees down to the last detail – a reflection of weak managers
  • Treating employees as a number/statistic
  • Putting employees on probation for underperformance instead of offering remedial coaching which may be more beneficial and cost effective for both the employee and company
  • Rewarding incompetent employees and punishing productive employees for good deeds
  • Appointing people into management positions that are not fit for the job, subsequently running the risk of obliterating an entire function or department
  • Nobody other than the CEO has the authority to make decisions: no delegation of responsibilities -getting management approval for anything, no management buy in for ideas that come from front line employees
  • Top heavy management structure – power is too centrally concentrated
  • Atmosphere and culture of fear -‘do what we say or else!’
  • When the company believes it is bigger and better than it actually is – indicating a possible deep lying branding problem
  • When the company never talks about the negative aspects of their business – are they perfect?
  • When employees are fired for making constructive comments
  • When your own clients tell you that your products and services are overpriced
  • When employees are terminated without notice
  • Calling customers when they have specifically instructed not to be called , and believing that harassing people over the phone would make them cooperate
  • The absence of a compliance and/or ethics program
  • Treating employees like they are your personal property
  • Having a one size fits all approach to customer and employee issues
  • When promotions are subjective and political
  • Use of intimidation and humiliation to motivate employees
  • Failure to take action on reported cases of misconduct
  • Introducing last minute projects with impossible deadlines
  • Using performance metrics analytics that are difficult to comprehend, and prone to misinterpretation
  • Placing unrealistic expectations on employees
  • Deliberately finding reasons to fire employees
  • When the company is taking more cancellations, than generating sales
  • When senior management in the company don’t understand their own industry – no background in the industry in which they operate
  • When senior management do not give employees meaningful feedback
  • When ex – employees say that the training they received was non – existent to irrelevant
  • When the IT system is full of glitches -new systems are introduced before proper testing
  • When the company doesn’t listen to its own customer’s feedback
  • When competent employees are threatened with demotion, and worse still demoted
  • Undermining employees potential
  • Ignorant attitude towards employees and the entire industry in which the company operates
  • When employees feel that they are sitting on an ejectable seat
  • When employees work in the company only to avoid unemployment
  • When the best thing former employees remember about the company was the time they handed in their notice and left
  • When the only advice former employees give to prospective new hires, is not to take a job at the company
  • When the best advice you receive from a fellow employee is to stay quiet, and keep your head down
  • When senior executives have never worked for another company in their lives – lacking depth of experience
  • When the client/customer you call doesn’t want to speak to you
  • When line managers are afraid of senior executives, and afraid to tell them that a project needs more time/planning

Even one of these red flags is a cause for concern. Left unaddressed, the impact this could have on a company over time could be catastrophic. Would you like to work for a company displaying these red flags?  Well, many times we don’t have a choice in this. It is just luck of the draw whether you are an employee who is on the receiving end of one of these red flags. If you are, you may even find yourself in catch 22 situations, and often departing is the most viable option. But if you are braver, then you may choose to blow the whistle as Michael Woodford did.

What do we do?

There is an increasing consensus in the academic and business community that soft skills will increasingly play a key role in the making and breaking of companies. Perhaps companies need to bench mark themselves against industry standards of what constitutes a good place to work.  What is required is a conscious effort by senior executives to identify and diagnose problems before they turn nasty and risk taking everybody down. A risk management/compliance – ethics program would be a good place to start, and a commitment by everybody in the company to discuss issues openly without the risk of reprisal.

N.B. The above post is based on insight from industry research reports, surveys, and news articles.

 

Answer the phone – your next job may just be a phone call away

Mobile phone biz man

Searching for a job isn’t fun, and if there is anybody out there who found it enjoyable, I would be most interested to hear from them. For most people, it is a stressful, time consuming and grueling experience. The global recession has only made it more difficult than ever before to look for a job with the average job search now taking 8 months, and even more depending on the type of industry.

The main challenge for all modern companies isn’t to find talent but to find the right quality of talent which is becoming harder to find.  An ageing workforce and lesser quality fresh talent coming off the conveyor belt is making recruitment and retention a number 1 challenge for companies. We are now entering a whole new age of employee engagement and retention where companies need to be on the front foot in the identification, development and retention of quality talent.

This challenge is now forcing many companies to become more innovative with their recruiting methods. Some companies have totally embraced social media and incorporated it into their recruiting apparatus, whilst others remain more loyal to traditional forms of recruiting via advertising in newspapers, job boards etc. Increasingly, many companies employ the services of a headhunter to help them find and attract talent. As we progress in this information age, technology is going to play an even greater role. As individuals we are going to be better connected with each other, and that means we will be more visible to the outside world. So if your name exists anywhere in print or online, the chances are you are likely to get an email or a call from a headhunter.

So if they called you, why should you entertain their call? First, they have probably contacted you about a job that isn’t advertised anywhere publicly. Headhunters have access to the ‘hidden job market’ so if they called you it’s because they think you might be suitable for a new challenge. Second, even if you do not display a genuine interest in what they want to talk to you about, it’s probably worth keeping in touch with them as you never know what the future holds. A good headhunter will be a very well connected person who could put you in touch with potential future opportunities. So if you have a particular skill set and haven’t had a call from a headhunter, you should expect one in the not too distant future.

Photo credit:  CELALTEBER