Image of a man at work suffering stress

How to Reduce Organisational Hazards To Reduce Work-Related Stress

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Organisations need to proactively manage workplace hazards to reduce the risk of stress for employees. This is a legal requirement.

 

Stress is a physiological response to stressors, which can be individuals, environments or situations. Stress is the biggest cause of workplace absence, costing economies millions and with no improvement in sight now is the time for organisations to take action. In 2024, work-related stress costs the UK economy £28 billion per year (CEBR, 2024).

 

Work-related Stress

Work-related stress refers to the physical, emotional, and psychological strain experienced by individuals due to pressures and demands within their work environment. It arises when the demands of a job exceed an individual’s ability to cope effectively.

 

This stress can be caused by various factors, including heavy workloads, tight deadlines, lack of control over one’s tasks, interpersonal conflicts, job insecurity, and organisational changes.

 

Work-related stress can lead to a range of negative consequences, such as decreased productivity, increased absenteeism, burnout, physical health problems, and mental health issues like anxiety and depression.

 

Organisations can implement strategies to mitigate work-related stress. Examples such as promoting work-life balance, providing employee support programmes, and creating a positive and supportive work culture.

 

Hazards Risk Causing Stress

A Hazard is something with the potential to cause harm.

 

In the context of stress, a hazard can be defined as any factor or situation within the work environment that has the potential to cause stress-related harm. These hazards can encompass various aspects of the work environment, including:

 

  1. Organisational factors (such as high workloads, tight deadlines, lack of control or autonomy)
  2. Physical factors (such as noise, temperature, ergonomic issues)
  3. Interpersonal relationships (such as conflicts with colleagues or supervisors)
  4. Job Security (such as control, awareness, future potential)
  5. Workplace Demands (such as tasks, development, use of skills or strengths)

 

Hazards related to stress are those elements that, if not effectively managed can lead to increased levels of stress. A hazard only has the potential to cause harm, whether it does or not is down to the risk factor and the individual situation.

 

If the hazard causes an increase in stress levels this can result in adverse effects on well-being, performance, and health.

 

Identifying and mitigating these stress-related hazards is essential for promoting a healthier and more supportive work environment.

 

Managing Risks in the Workplace

A risk is the possibility of a negative impact.

 

Managing the risks of stress in the workplace is paramount for ensuring the well-being and productivity of employees. Organisations can adopt several strategies to effectively manage these risks.

 

Firstly, it’s crucial to promote open communication channels where employees feel comfortable expressing their concerns and discussing potential stressors. Prevention is always better than a cure.

 

Many organisations invest heavily in solutions, as opposed to preventing stress in the first place. Providing training and resources on stress management techniques, such as time management, prioritisation skills, and how to be an effective leader can empower organisations to collectively reduce the risk of stress.

 

Additionally, implementing policies that promote work-life balance but are tailored to the needs of individuals, and the organisation, can help alleviate stress levels. It is important to understand that this is not just down to the organisation, individuals must take their own responsibility as well.

 

Most importantly, creating a supportive work culture that values employee well-being, recognises achievements, and fosters positive relationships among colleagues contribute to stress reduction through prevention.

 

Regularly assessing and addressing potential, and existing, sources of stress within the organisation through surveys, focus groups, or risk assessments allows for targeted interventions.

 

Ultimately, by proactively managing culture, organisations can help to reduce potential hazards, and decrease the associated risks, to prevent chronic stress becoming endemic to an organisation.

 

Indicators of Employees Suffering From Stress

  1. Changes in behaviour: Employees may exhibit noticeable changes in behaviour, such as becoming more withdrawn, irritable, or emotional.
  2. Increased absenteeism or lateness: Frequent unexplained absences, arriving late to work, or leaving early could be signs of stress affecting an employee’s ability to cope.
  3. Decreased productivity: A decline in work performance, missed deadlines, or reduced output may indicate that stress is impacting an employee’s ability to concentrate and complete tasks effectively.
  4. Physical symptoms: Employees may experience physical symptoms such as headaches, fatigue, muscle tension, gastrointestinal issues, or sleep disturbances due to stress.
  5. Emotional signs: Employees may display signs of stress through emotional reactions such as anxiety, frustration, mood swings, or tearfulness.
  6. Withdrawal from social interactions: Employees who begin to isolate themselves from colleagues or avoid social activities within the workplace may be experiencing stress.
  7. Increased mistakes or accidents: Stress can impair cognitive function and attention to detail, leading to an increase in errors or accidents in the workplace.
  8. Changes in eating habits: Stress can affect appetite, leading employees to either overeat or undereat, or make unhealthy food choices.
  9. Substance abuse: Some employees may turn to alcohol, drugs, or other substances as a coping mechanism for stress, which can manifest as changes in behaviour or performance.
  10. Complaints of physical or mental health issues: Employees may report experiencing physical or mental health problems that they attribute to stress, such as chronic pain, anxiety, or depression.

 

Summary

Leaders need to know and understand their employees, which is where Business Psychology can be so invaluable. Whilst these are signs an employee may be suffering from stress or burnout if these are visible then professional help should be sought.

 

If multiple employees are suffering then this is an endemic problem and the causes (hazards) need to be identified to prevent stress re-occurring.

 

Think Performance. Think Excellence. Think Impact.

 

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Inspiration, leaders, leadership, psychology

Leadership Fundamentals: Psychology, People, Purpose, Plans

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Leadership is often defined as the ability to inspire, guide, and support a group of people toward achieving a shared vision.

 

Whether this is in a formal capacity, by title, or informally as others look to someone for direction.

 

A leader plays a crucial role in the success of any organisation, charity, or business. When we think of leadership, it is often linked to people. Individuals and teams need leaders because the simple truth is that people are the foundation of every organisation.

 

Understanding what makes people tick, how to guide them, and how to connect with them on a meaningful level is crucial for any leader.

 

However, beyond just recognising the importance of people, leaders must grasp the deeper elements that bring successful organisations together: purpose, planning, and the psychology which helps leaders understand human behaviour.

 

Here’s an exploration of the essential “P’s” every leader should understand and how Business Psychologists play a vital role in shaping successful teams.

 

1. People: The Heart of Leadership

It may seem obvious, but people are the cornerstone of any organisation. Without them, there is no team, no innovation, and no progress. Leaders, whether formal or informal, cannot exist in isolation. Their power and influence only exist in relation to the people they guide and support.

 

Despite this, we frequently see people being overlooked in the daily grind of business. Human resource (HR) teams, who are tasked with managing and supporting the workforce, are often undervalued, underfunded, and in some cases non-existent. But people management goes beyond just filling out payroll and arranging benefits. It’s about recognising that humans are not always predictable or “structured.” People come with diverse motivations, emotions, and ways of working.

 

This is where the need for workplace psychologists becomes apparent. Psychologists specialise in understanding human behaviour, emotional well-being, and the dynamics of groups. Having a psychologist within the organisation ensures that people are not just numbers on a page. A psychologist ensures people are supported in ways that enhance their emotional, mental, and professional growth.

 

Leaders need to prioritise understanding their people, from their unique strengths to the emotional factors that influence their performance. Doing so creates an environment where individuals feel valued, supported, and motivated to contribute meaningfully.

 

2. Purpose: The Driving Force

A leader without purpose is like a ship without a rudder. Every organisation needs a clear purpose. Watch the famous Simon Sinek – start with why to know more. The purpose (or vision)is what guides an organisation and sets the tone for every decision, project, and team effort. For smaller start-ups or rapidly growing businesses, defining the purpose can sometimes be challenging. Purpose can often evolve over time as an organisation takes shape, it is more than founders. It is the essence, the why of the organisation.

 

The concept of purpose is not just about having a written mission statement; it is about creating meaning. Employees need to feel like they are working toward something greater than themselves, and leaders must be able to communicate this purpose clearly and consistently. In fact, successful organisations live, breath and orbit around their guiding purpose.

 

Psychologists understand how purpose influences motivation. Research in organisational psychology shows that employees who understand their role within the larger purpose of an organisation are more engaged, creative, and committed. Leaders who work with psychologists craft an organisational purpose which speaks to employees hearts, and minds, enhancing overall engagement and satisfaction.

 

3. Planning: Creating A Roadmap To Success

Plans provide structure and direction. They help teams understand the steps needed to achieve goals, whether that is meeting quarterly targets or launching a new product. But here’s where it gets tricky – while plans may offer structure, human beings are rarely as predictable as we’d like them to be. Change, uncertainty, and unexpected challenges can throw off even the best-laid plans.

 

So what can leaders do? They must embrace flexibility in their planning. Leaders need to plan not only for outcomes but also for the psychological resilience of their teams. Incorporating psychologists into this process can help ensure teams are prepared to handle the inevitable bumps in the road with adaptability and confidence.

 

Psychologists can help leaders design plans that take into account the emotional and psychological needs of their people. By building resilience into the team’s culture, leaders can ensure that their plans are not just practical but also sustainable in the long term. Creating sustainable, self-regulating cultures which drive success for organisations so everyone benefits.

 

4. Psychologists: The Missing Ingredient in Leadership

When you mention you’re a psychologist, you often get a range of responses – from curiosity to cautious intrigue. But in the context of business, psychologists play a critical role in shaping how leaders approach the complexities of managing people.

The common belief that humans don’t like change. This is a myth perpetuated in workplaces around the world. In truth, humans are incredibly adaptable, but they need to feel safe, supported, and understood to embrace change effectively. Psychologists are trained to decode the complexities of human behaviour, helping leaders to create environments where people can thrive during transitions and challenges.

 

From building emotional intelligence to understanding team dynamics and fostering a culture of growth, psychologists equip leaders with the tools they need to manage people more effectively. In a world where workplace cultures are increasingly diverse, complex, and fast-paced, the role of psychology in leadership is more important than ever.

 

Conclusion

Leadership is about far more than just steering the ship. It’s about recognising that people are at the core of every organisation, understanding the purpose that drives them, and creating plans that take into account not only business goals but also human needs.

 

As businesses grow and teams become more complex. Involving business psychologists in supporting leaders to manage people, purpose, and planning cannot be overstated especially in the early days of a new business. Bad habits formed as a culture develops can often be the source of the organisational downfalls we see in the news.

 

In short, every leader needs to know that people come first, purpose drives everything, and psychologists provide the expertise that allows organisations to thrive.

 

By embracing these P’s, leaders can create not just a successful business but authentic, safe workplaces where people feel valued, understood, and inspired to achieve their full potential.

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Understanding Others, Personality, Success

Understanding Others: How To Drive Business Success

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In today’s fast-paced, interconnected world, the ability to understand another persons point of view has never been more important. With diverse cultures, perspectives, and beliefs coming into closer contact than ever before, taking the time to genuinely understand others’ viewpoints is a critical skill. Understanding fosters collaboration, reducing conflict, and promoting empathy. Yet how often is this prioritised in your workplace? And if it is not, what can organisations do to improve this understanding?

The first is to understand what personality is, and what it is not. Next, is to understand emotions and how these can influence behaviour. These are then combined with promoting inclusion. With the use of empathy and effective communication also being critical in creating cultures where understanding others is an innate, and the go-to, way of working. So what do leaders need to know?

1. Understanding Personality

Everyone has a personality. Every human being possesses a distinct combination of qualities that form their character. Companies invest millions in trying to select the right person for a role, and as Culture Consultants, we often find that personality is misunderstood, overlooked, or measured using tools that are unreliable, inaccurate, and ineffective. Sadly, this misunderstanding can significantly impact the success of individuals, teams, and organisations.

Understanding personality goes beyond basic assessments; it involves recognising how different traits influence behaviour, communication styles, and workplace dynamics. When organisations make the effort to truly understand the personalities of their people, they can place individuals in roles that align with their strengths. This leads to better performance, higher job satisfaction, and a more harmonious work environment.

2. Understanding Emotions

Emotions are different to personality. An emotion is a feeling derived from a situation, experience, thought or physiological reaction. Emotions are complex, and a fundamental part of the human experience, influencing how we think, behave, and interact with the world around us. Emotions can be powerful drivers of action, shaping our decisions and responses to various situations. Whether positive or negative, emotions provide valuable insights into our internal states, helping us navigate relationships, work, and personal challenges.

Chalk blocks on an orange background showing different emotions which can help in understanding others

Recognising and understanding our emotions, as well as those of others, is key to developing effective relationships. This understanding enhances our ability to communicate effectively, build stronger connections, and maintain mental well-being. Understanding how emotions can impact people’s perceptions of the world is critical, as well as being able to embrace our emotions and the emotions of others when they are displayed. Embracing our emotions, rather than suppressing them, allows us to lead more authentic and fulfilled lives so it is vital emotions are not overlooked in the workplace in our quest to understand others.

Emotional intelligence (EQ) is the ability to recognise, understand, and manage our own emotions while being attuned to the emotions of others. One of the key components of EQ is empathy, and trying to understand another person’s point of view directly enhances this skill. High emotional intelligence is associated with better interpersonal relationships, leadership capabilities, and overall wellbeing. By understanding the feelings and motivations behind someone else’s perspective, we become more emotionally intelligent and adept at navigating social dynamics. This helps build success for individuals, teams and organisations.

3. Empathy, Connection & Conflict

Understanding Others is based on cultivating empathy, which is defined in this image as the ability to feel and understand the emotions of others

Understanding another person’s perspective allows us to cultivate empathy—the ability to feel and understand the emotions of others. Empathy is the foundation of meaningful relationships, both personal and professional. When we try to see the world through someone else’s eyes, we acknowledge their experiences, emotions, and challenges. This recognition helps build a sense of connection, trust, and mutual respect. People feel more valued and heard when their viewpoints are genuinely considered.

Being able to create meaningful connections, through understanding others, helps improve communication across organisations. Diverse perspectives lead to improved problem-solving and higher levels of innovation. Organisations that promote a culture which prioritises listening and seeking to understand different viewpoints empowers psychological safety. It allows employees to expand their own thinking and opens up new solutions to drive forward innovation.

In reality, most conflicts arise from misunderstandings or miscommunications. When individuals focus solely on their own perspectives, they may disregard the reasons or feelings that motivate someone else’s actions or beliefs. By taking the time to understand another person’s viewpoint, we gain insights into their reasoning, which can defuse potential tensions. Understanding doesn’t necessarily mean agreeing, but it creates space for constructive conversations rather than reactive arguments. This further fuels psychologically safe workplaces.

Effective communication is a two-way street, and understanding another person’s viewpoint is essential for meaningful dialogue. When we focus on understanding others, we become better listeners – an essential skill for clear and compassionate communication. Rather than waiting for our turn to speak or counter-argue, we actively engage with what the other person is saying, leading to more thoughtful and constructive conversations. This further fuels empathy and connection, reducing potential conflicts.

4. Inclusion, Diversity & Belonging

Inclusion is about creating an environment where everyone feels valued and respected. Diversity is about have a wide range of people who have different backgrounds, experiences, preferences some of which may fall into protected characteristics. Creating a sense of belonging for people is critical for diversity and inclusion to flourish. Reams of research highlight the benefits of diversity in organisations. But at the heart of this is understanding someone else’s viewpoint. This plays a crucial role in building inclusive spaces.

Inclusion, diversity and belonging is vital whether in the workplace or in social settings. Having the tools and empathy to understand the different backgrounds, experiences, and opinions of others contributes to a culture of respect and belonging. When people feel heard and understood, they are more likely to engage fully, share ideas, and collaborate. This strengthens teamwork and engagement across organisations.

For leaders and team members alike, the ability to understand different viewpoints is vital for fostering collaboration and unity. Leaders who seek to understand their team members’ perspectives are more likely to build trust, loyalty, and engagement. They create environments where employees feel valued, which boosts morale and productivity. In teams, when everyone feels heard and respected, collaboration becomes more fluid, and the group can work more effectively towards shared goals.

Conclusion

In a world that often feels divided, the act of trying to understand another person’s point of view can make a profound difference. Whether it’s building stronger personal relationships, enhancing creativity and innovation, or promoting peace in society, the benefits of empathy and understanding are immense.

Moreover, acknowledging the importance of personality and emotions, especially in the workplace, ensures individuals are supported and organisations are more successful. The next time you’re faced with a differing opinion, pause, listen, and consider the perspective of the person in front of you – you might just find common ground where you least expect it.

Leaders think.

Teaching Leaders How To Think: Ten Tips

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Leadership today is more complex than ever, and as the world continues to evolve, leaders must face challenges that often have no historical precedent. Humans need to learn how to think.

 

Leaders especially.

 

Forbes (2022) outlined that the most important lessons often occur through experience. Current scientific research suggests that 70% of learning happens through experience, 20% through interactions or discussions with others, and 10% through being ‘told’ or formally ‘taught’ what to do (McCall et al., 1980).

 

Yet how does this work where the speed of change is ever increasing and no one has yet experienced leading businesses of today?

 

In such an unpredictable landscape, the ability to think critically, make informed decisions, and adapt quickly has never been more crucial. Whether navigating emerging technologies like AI, facing crises or guiding teams through uncertainty, effective decision-making is a cornerstone of successful leadership.

 

Yet what is a successful leader?

 

Despite the existence of millions of books on the subject of leadership, there is no definitive way to classify a successful leader. Have you ever seen a ‘Perfect Leader’ profile, complete with the skills, expertise, and experience that guarantee success?

 

Many excellent leaders have faltered when changing roles or taking on new challenges, while other, less successful leaders have learned from their mistakes and become better as a result.

 

Below is Think Organisation’s top ten tips for helping leaders think clearly and make better decisions:

 

1. Develop Self-Awareness

Leaders must first be aware of their own thought processes to make sound decisions. This means identifying biases, assumptions, and emotional responses that could cloud judgement.

 

Self-reflection can help leaders recognise when they are making decisions based on impulse or habit rather than careful consideration. Take time to assess your motivations and understand what drives your decision-making.

 

Psychometrics (accredited by the British Psychology Society) are the best tools for this, and you can also get feedback from others, speak to trusted colleagues and analyse your decision-making processes.

 

2. Embrace Diverse Perspectives

No leader has all the answers, especially when dealing with unprecedented challenges.

 

Surround yourself with diverse voices, and actively seek out opinions that differ from your own. This minimises the risk of group-think and also provides a broader understanding of the problem at hand.

 

Diversity in thought can lead to more creative, innovative solutions that a single perspective might miss.

 

Building a diverse team is fundamental to success, however, this doesn’t guarantee diversity of thought.

 

High levels of psychological safety are paramount to ensure everyone feels listened to and can share their thoughts and ideas.

 

3. Leverage Data (and Harness Intuition!)

In today’s data-driven world, it’s tempting to rely solely on analytics to make decisions. However, effective leaders know that intuition, built from years of experience, also plays an essential role.

 

Whilst data provides insights and trends, your gut feeling may give you the nudge you need to act in ambiguous situations where data may not be conclusive. Balancing both ensures a more holistic approach to decision-making.

 

It is vital that leaders work out what information is being led by data, and what is being led by feelings and emotions. Intuition arises because our brain processes vast quantities of information automatically and unconsciously, so whilst it can be wrong, it can be useful to ‘tune in’ and listen to it.

 

4. Think Patience Before Action

In fast-paced environments, leaders often feel pressure to make decisions quickly. However, haste can lead to errors.

 

Whenever possible, take a moment to pause and reflect before acting. This pause can give you time to evaluate the situation more carefully, consider alternatives, and make a more deliberate decision.

 

Sometimes, slowing down is the key to better judgement.

 

Time To Think, written by Nancy Kline, provides amazing insight into how to do this. Whilst the process may not work for every organisation or leader, harnessing it and adapting it to suit can be invaluable. Leaders who have undertaken coaching which included reading this book, have seen vast improvements in their ability to think.

 

5. Focus on Outcomes, Not Outputs

In the face of immediate challenges, it’s easy to focus on quick fixes. However, effective leaders always keep long-term goals in mind.

 

When making decisions, consider not only the short-term benefits but also the potential long-term consequences. This future-oriented mindset ensures that decisions contribute to sustainable success rather than just addressing immediate issues.

 

Organisations often focus on hitting targets, and whilst these may help organisations achieve their goals often they become detrimental, leading to in-fighting between teams and a lack of resource collaboration.

 

6. Foster A Culture of Experimentation

In times of uncertainty, the right decision is often unclear. Organisations often put more pressure on making the ‘right’ decision when times are tough. Leaders can mitigate this by fostering a culture of experimentation.

 

Encourage your team to test small-scale solutions and learn from the results. This agile approach allows for real-time adjustments and minimises risk while ensuring continuous learning. Failure in this context is not a setback but an opportunity to refine strategies.

 

Many highly successful tech companies have managed to the harness this culture of experimentation.

 

The Agile mindset, or agile approach, is very different to the more traditional project management techniques.

 

7. Think about Emotions

Emotions play a significant role in decision-making, often in ways we are unaware of. A leader’s ability to manage their emotional reactions can greatly impact the quality of their decisions.

 

When faced with high-pressure situations, take steps to regulate emotions through techniques such as breathing exercises or cognitive behavioural coaching. Emotional intelligence helps leaders remain calm, focused, and objective.

 

Understanding the different types of intelligence humans have is fundamental to improving emotional management. Emotions are there to protect us, but it is important to see when they could be doing harm as well.

 

Emotions infect others, so a leader who is angry and stressed will create more angry and stressed employees.

 

8. Recognise Cognitive Bias & Manage It

Human beings are naturally prone to cognitive biases – mental shortcuts that can distort thinking. They kept us alive for years but can be less helpful in today’s world. For example, confirmation bias can lead leaders to seek out information that supports their existing beliefs, while availability bias can cause an over-reliance on recent events. Being aware of the numerous biases is the first step in counteracting them.

 

Encourage critical thinking and question your assumptions to ensure your decisions are grounded in reality. Ask yourself, and your team, could we have been prone to any of these cognitive bias?

 

9. Learn, Learn, Learn

The most successful leaders are those who recognise that learning never stops. Whether through formal education, peer discussions, or hands-on experience, leaders must constantly seek out new knowledge to stay ahead of emerging challenges.

 

The “70-20-10” learning model – 70% through experience, 20% through interactions with others, and 10% through formal learning – highlights the importance of learning through doing, which is especially relevant in unprecedented times.

 

In many ways this tip links the other 9 together, as mistakes will be made, and no one is perfect. However, the ability to continuously learn, continuously improve and work together is fundamental to the success of harnessing the power of thinking.

 

10. Trust Your Team

Leaders cannot do everything themselves. In complex and rapidly changing environments, leaders need to empower their teams to make decisions at various levels.

 

By fostering trust and providing employees with the necessary skills and autonomy, leaders enable more effective decision-making across the organisation. This not only builds a more resilient team but also allows leaders to focus on strategic issues without getting bogged down in operational details.

 

Trust is created when people are able to deliver what they say they will, asking for help as they go. Being dependable, and ensuring you are communicating honestly with the people around you helps build trust.

 

Read Ken Blanchard Trust Works to know more.

 

So What?

Today’s leaders are navigating a rapidly changing world where decisions must be made without historical precedent.

 

Employees have more freedom than ever before, but archaic leadership styles can be detrimental to this new way of working.

 

By staying self-aware, embracing diverse perspectives, balancing intuition with data, and fostering a culture of experimentation, leaders can make better decisions in uncertain times.

 

Being able to think clearly, understand different opinions, beliefs, ideas and how these impact effective decision making is fundamental to organisational success.

 

Above all, it is essential to remain emotionally grounded, continuously seek learning, and trust your team. In doing so, leaders can navigate the complexities of today and be prepared for the unknowns of tomorrow.

 

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Frustration at work - is the grass greener

Struggling at work? Here’s How To Understand Your Frustration

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Are you fed up not being able to achieve what you want in your job? Do you get annoyed with the other people? Frustration occurs when we feel annoyed that we can’t change of achieve something. So what can we do when this happens at work?

 

Recent research shows that almost half of us want to leave our current role (LinkedIn Workforce Confidence Report, 2024) and whilst frustration may not always be the reason, if we weren’t frustrated the chances are we would be happy to stay at our current employer.

 

At Think Organisation we are a great advocate of exit interviews, as it is vital to ensure people leaving your business remain strong advocates of your brand. So often, talented people move on and because of the negative experience of being off-boarded they would never consider returning to an organisation in the future – even if the right role, right rewards, right time, right location and right opportunity presented itself.

 

Ironically, after the so called ‘Great Resignation’ in 2021, where 47 million people changed their employers one survey suggested 80% of people regretted their decision to resign (Fast Company, 2023). Other studies delved into the reasons for the regrets, but whether it was the salary, the co-workers, or the work-life balance – it all boiled down to frustration.

 

So before jumping for the resignation letter lets considered how you can understand why you might be frustrated by your current job. And most importantly, ensure that if you do decide to leave, then you have done your homework and won’t live to regret your decision later. After all, the grass isn’t always greener on the other side.

 

The first challenge is to understand, whether it is your manager, your team, your organisation or everything which frustrates you. Whilst this may be something you can quickly say, it is important to really think about whether this is the root cause of the frustration.

 

For example, you may think it is the salary which frustrates you, but is it something deeper than this? And if they fixed the salary would something else frustrate you?

 

So grab a brew, a pen and paper or an electronic notepad and find somewhere you can concentrate and write down your answers to the following statements:

 

  1. If I could change three things today to make my job better what would they be . . .
  2. Close your eyes and describe your ideal workplace or job, really think about it and now write this down
  3. How does your current job measure up against this ‘perfect’ job you have just described?
  4. What are the three best things about my job today?

 

Whilst there are no right or wrong answers, it is important to think about things over the longer term and in context. So depending on the answers you wrote above, think back over the last six months, or year, and work out how much of the time this has been the case – or is it that you are going through a short-term bad patch?

 

Humans generally have a negativity bias, which means we tend to focus on the negative aspects more readily than the positive.

 

This bias is asymmetrical, which means for every one positive thing which we may glaze over, we are likely to spot or focus on three negative things. At times, especially when focusing on relationships, we can actually spot five negative elements for every one positive as our brain places more psychological weight against the negative events in our mind. So keeping this in mind, go back through your answers and think about what the positives are?

 

If you have done this and are still unsure why you may be frustrated about your job, we recommend you delve a bit deeper. It can often be useful to do this with a friend, or set aside an hour of time when you won’t be disturbed to start this process.

 

Step 1: Self-Reflection

Think about your current feelings towards your job. Are you feeling stressed, anxious, angry, or overwhelmed? The chances are if you are feeling happy, relaxed and content you might not still be reading this blog, so this is deliberately negative!

 

Track your daily experience at work for a week or two. Note when you feel frustrated, what was happening at the time, how did you react? Was it a person, an event, a situation or the time of the day?

 

By using a journal, you can identify patterns or specific triggers which occur and lead to your frustrations.

 

Step 2: Analyse your work environment

Think about where you work, when you work and how you do your work. We often work remotely, in offices, or in our cars, so it can be difficult to understand where we are most productive. Do you enjoy being in the office? Do you enjoy working from home? Where are you the most productive?

 

Consider your workload, think about your tasks – do you have too much or too little to do? Does what you are doing give you energy – or is it tedious? How is your workload compared to that of your peers? Do you enjoy working with others or prefer working alone?

 

Think about your relationships at work. How do you interact with your colleagues, managers or clients? Do you enjoy this interaction? Is there conflict, communication issues or feelings of isolation which could be contributing to your frustration?

 

Think about the culture where you work. This is the way things get done. Does the company culture align with your values and work style? Is it supportive or is it toxic? Do you feel safe and supported at work? Or do you feel threatened and at risk? Culture can so often be the cause of frustrations, especially when it is misaligned to a person’s goals.

 

Step 3: Examine your job role

Think about your current job. Is it clear what you need to do? Is it clear what you need to achieve? Have you been in your job for a long time? Are you bored in your current role? Does it excite you when you think about your job? Or does it fill you with dread? The following questions may help and can be discussed with your immediate supervisor or manager.

 

  • Are your job responsibilities and expectations clear?
  • Do you know how to succeed in your job?
  • Are you satisfied with your career progression to date?
  • Do you feel supported in your role?
  • Do you find your work meaningful and engaging?

 

A lack of motivation or a disconnect between your job and your personal values can often cause frustration. Feeling stuck or seeing no clear path to advancement can also lead to dissatisfaction.

 

Step 4: What about other factors?

Do you have a good work-life balance? Are you satisfied in other areas of your life? Do you have time to relax and take enjoyable personal time? Or are you struggling because of another stress, e.g. relationships or other factors such as life stressors?

 

Often people focus on their job as a source of frustration because it is easier than focusing on the ‘other stuff’. There could be financial concerns, family issues, uncertainty about where you are living or health problems which are driving feelings of frustration in your job.

 

Often personal challenges can exacerbate work frustrations, especially if we are not sleeping, so things that used to be ok now become increasingly frustrating.

 

Step 5: Talk to someone you trust

It is often good to gather feedback from others who you trust. This could be a trusted colleague or a mentor. Perhaps someone in the family or a friend can help you understand more about your frustrations. What have they noticed that you may not have noticed?

 

Often people will share their opinion of a situation which can be useful to gain insights and perspectives that you hadn’t previously considered, which may also help you understand more about your frustrations.

 

A candid conversation with your manager can also be helpful, assuming they are a supportive manager. Managers can help clarify expectations, address concerns and provide support. Plus sharing your thoughts, feelings and frustrations with them can ensure they help you overcome the challenges you are currently facing.

 

Step 6: Think about your longer-term goals

What was the reason you took this job? What hopes and dreams did you have when you took this job? Is this job a “means-to-an-end” job, or is it the job of your dreams? Does your current job help you get towards your long-term goals and aspirations? Or is your job compromising your personal values?

 

It can help to think about your aspirations, and what you want to achieve. Is this job helping you? Has it delivered what it said on the tin? Spend some time writing down your longer-term goals, even if they are dreams and aspirations, it is important to know where you want to go in the longer term.

 

Step 7: Take Action Against Frustration

Often frustrations can arise when we feel out of control. This can include when you want to make changes, however it is not in your power to do so. Or when you believe making changes is not in your control.

 

Review the list of things you have written above and start to think about where they fit on the model below? Can I really change them or could I influence a change in them? Is there something else I could do? For items in the circle of concern (which is what you can’t control) – park your thoughts about them as it is eating up time and energy, and instead focus on some of the elements you can control.

 

 

For example, frustration can arise over something that happened in the past. In reality you can’t change the past, you can only influence the future.

 

There are other areas which you may be able to influence, e.g. which work projects you get to work on going forward.

 

There are other elements which may be in your control e.g. how you respond to certain situations. For more information on this model, or to get insight from the professionals, please email sam@cortex.clyq.co.uk.

 

Now you have spent some time reflecting, writing and understanding more, we recommend you take some concrete steps to address any sources of frustration. These might involve keeping a journal, or seeking support from a trusted colleague. But think about three actions you are going to take in the next few weeks and write these down, commit time to them and set a reminder in your calendar to review your progress.

 

By taking the time to reflect, gather information, and explore solutions, you can gain a clearer understanding of what’s causing your frustration and take steps to improve your work experience.

 

More about Workplace Psychology

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target, accuracy, productivity, job design, improvement

How To Ensure Job Design Delivers Organisational Success

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In the fast-paced world of modern business, it can be difficult to know what to focus on first. Job design is one of those things which is vital to get right. So often the pressure to deliver results quickly is ever-present. This sense of urgency can often lead to decisions made in haste, with the best of intentions but potentially harmful long-term consequences.

 

A recent example involving a senior manager highlights this issue: a well-intentioned but hurried plan to “throw a job description together” within an hour. This approach, though understandable due to the culture of the organisation and need to recruit quickly, risks undermining motivation, resource allocation, and overall organisational performance.

 

Job descriptions are more than just a list of tasks and responsibilities; they are foundational documents that influence recruitment, employee engagement, and ultimately, the bottom line. Rushing this process can lead to a misalignment between the role and the individual, affecting not only the new hire but also the entire team and, by extension, the organisation’s success. Think about your current job description – do you have one? Is it up to date? Is it accurate?

 

The Role of Job Profiles and Descriptions

A job profile offers a broad overview of a role within the organisation, encompassing key responsibilities, required skills, and the role’s place within the company structure.

 

In contrast, a job description provides a detailed account of the tasks, duties, and objectives specific to the position. Organisations often have their own versions of these, or they may be amalgamated together. Either way, they are both critical components of effective job design, which significantly impacts employee motivation and satisfaction.

 

When a job is designed thoughtfully, employees are more likely to feel engaged, motivated, and aligned with the organisation’s goals. Conversely, poorly designed roles can lead to frustration, burnout, and ultimately, higher turnover rates. There are many elements to job design including behaviours, skills, competencies and duties which need to be fulfilled. There are also legal requirements, specific to location, more information can be found here.

 

Why Leaders Should Prioritise Job Design

Leaders must understand the profound impact of job design on employee performance and satisfaction. A well-crafted job description ensures that employees have a clear understanding of their responsibilities, the expectations placed upon them, and how their role contributes to the organisation’s success.

 

So often, jobs are designed to ‘replace someone’. Or job descriptions are only written for recruitment purposes and then never revisited. However, up-to-date, carefully designed jobs lead to increased job satisfaction, better performance, and higher retention rates. A Think Organisation client saw a 27% increase in productivity.

 

However, a hastily prepared job description can result in confusion, misaligned expectations, and decreased motivation. Employees may feel uncertain about their role within the team, leading to disengagement and decreased productivity. Duplication of work, confusion and sometimes conflict, can all result from poorly designed, or out-of-date, job descriptions. Employees will start to craft their own roles, shaping what they think they do, which creates confusion and reduced efficiencies.

 

Empowering Employees to Shape Their Roles

In fact, one of the most effective ways to ensure that job design is aligned with both organisational needs and employee strengths is through guided job crafting.

 

This approach encourages employees to take an active role in shaping their job to better suit their skills and interests. Training employees to engage in job crafting can lead to more effective role design and higher levels of job satisfaction. This ensures jobs are crafted in unison, aligned together, as opposed to by individuals in isolation.

 

At Think Organisation, we offer workshops designed to empower teams to improve job design across the board. Our experience shows that when employees are given the tools to shape their roles, the results can be transformative. For instance, our work with a tech firm resulted in a 27% increase in productivity after just one year, alongside an 18% drop in absences and a significant increase in employee engagement.

 

The Key Elements of Effective Job Design

Several key factors need to be considered when designing a job:

 

  • Understanding Touchpoints & Handovers: Clear communication and well-defined handovers are crucial for efficiency and accountability.
  • Suitable Spans of Control: Ensuring that managers have an appropriate number of direct reports prevents overload and allows for effective leadership.
  • Accountability & Ownership: Employees should have clear areas of responsibility and be empowered to take ownership of their work.
  • Inclusive Role Design: Roles should be designed to be flexible, progressive, and aligned with the strengths of the individual. This approach not only improves performance but also fosters a more inclusive workplace culture.
  • Direction Without Micro-Management: Providing direction while avoiding micro-management allows employees to feel trusted and valued, which in turn boosts motivation and innovation.

 

In reality, it can be difficult to work with employees to design jobs due to the fear it can invoke. Understandably people often get concerned, worried or fearful that they may lose their jobs when job design is mentioned. Understanding the psychological needs of employees is invaluable to ensure that job design becomes an activity of continuous improvement, as opposed to an infrequent but stress-inducing event.

 

The Reality of Job Design

In every organisation, every day, decisions are made that impact the company’s bottom line. While these decisions are often made with the best intentions, it’s important for leaders to consider the long-term implications of their choices. Job descriptions, when crafted well, can be powerful tools for enhancing motivation, performance, and organisational success.

 

Conversely, rushing the process can lead to misalignment, disengagement, and a decline in overall performance.

 

As leaders, taking the time to design roles and empowering employees to shape their own roles as a collective for the good of the organisation can lead to a more motivated, satisfied, and high-performing workforce. The results, as our work has shown, are well worth the investment.

 

To book a free 30-minute consultation please email us – sam@cortex.clyq.co.uk

 

 

More about Workplace Psychology

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Brain, psychology, working, business

99 Ways a Business Psychologist Can Improve Your Workplace

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Organisational Psychology, Industrial-Organisational Psychology, Business Psychology, Occupational Psychology – there are many titles for a Business Psychologist which describe the expertise and application of psychological principles to the problems, challenges and business environments in which humans work.

 

Whilst a relatively new area of psychological science, the growth in this discipline has been exponential in recent years. It uses the science of human behaviour to improve organisations, which benefits people, the organisations themselves, and society as a whole.

 

Organisational, Business or Industrial Psychology focuses on the HUMAN part of organisations.

 

Below are 99 specific problems Business Psychologists can tackle in your business.

 

1. Employee Selection and Recruitment

    • Problem: Hiring the right candidates for the job.
    • Solutions: Develop and validate selection assessments, design job interviews, and create effective recruitment strategies.

2. Training and Development

    • Problem: Ensuring employees have the necessary skills and knowledge.

    • Solutions: Design and implement training programmes, conduct needs assessments, and evaluate training effectiveness.

3. Performance Management

    • Problem: Evaluating and enhancing employee performance.

    • Solutions: Develop performance appraisal systems, design feedback processes, and establish performance metrics.

4. Employee Motivation and Satisfaction

    • Problem: Low employee morale and motivation.

    • Solutions: Design motivational programmes, conduct employee surveys, and implement strategies to improve job satisfaction and engagement.

5. Leadership Development

    • Problem: Ineffective leadership impacting organisational performance.

    • Solutions: Develop leadership training programmes, provide coaching, and identify high-potential employees for leadership roles.

6. Organisational Development and Change Management

    • Problem: Managing organisational change and development.

    • Solutions: Facilitate organisational restructuring, design change management strategies, and conduct organisational assessments.

7. Workplace Diversity and Inclusion

    • Problem: Lack of diversity and inclusion within the workplace.

    • Solutions: Develop diversity programmes, conduct bias training, and implement inclusive policies and practices.

8. Job Analysis and Design

    • Problem: Inefficiencies in job roles and processes.

    • Solutions: Conduct job analyses, redesign jobs for efficiency, and create clear job descriptions.

9. Work-Life Balance

    • Problem: Employees struggling to balance work and personal life.

    • Solutions: Develop work-life balance programmes, implement flexible work schedules, and provide resources for stress management.

10. Conflict Resolution

    • Problem: Interpersonal conflicts among employees.

    • Solutions: Mediate disputes, provide conflict resolution training, and develop policies to manage and prevent conflicts.

11. Employee Well-being and Health

    • Problem: Poor employee health and well-being.

    • Solutions: Implement wellness programmes, conduct ergonomic assessments, and promote mental health initiatives.

12. Organisational Culture

    • Problem: Negative or toxic workplace culture.

    • Solutions: Assess organisational culture, design interventions to improve culture, and promote positive organisational values and behaviours.

13. Compensation and Benefits

    • Problem: Ineffective compensation and benefits systems.

    • Solutions: Design fair and competitive compensation packages, evaluate benefits programmes, and ensure alignment with organisational goals.

14. Organisational Climate

    • Problem: Misalignment between organisational climate and goals.

    • Solutions: Assess and modify the organisational climate to better support strategic objectives and improve employee morale.

15. Employee Turnover and Retention

    • Problem: High turnover rates and difficulty retaining talent.

    • Solutions: Analyse turnover data, identify causes of turnover, and develop retention strategies such as career development programmes and improved onboarding processes.

16. Succession Planning

    • Problem: Lack of preparedness for leadership transitions.

    • Solutions: Develop succession plans, identify and train potential leaders, and ensure smooth transition and integration in key positions.

17. Team Dynamics and Team Building

    • Problem: Ineffective team functioning.

    • Solutions: Conduct team assessments, facilitate team-building activities, and provide training on effective teamwork and collaboration.

18. Workplace Safety

    • Problem: Workplace hazards and unsafe behaviours.

    • Solutions: Develop safety programmes, conduct risk assessments, and promote a culture of safety.

19. Ethical Behaviour and Corporate Social Responsibility (CSR)

    • Problem: Unethical behaviour and lack of social responsibility.

    • Solutions: Develop ethics training programmes, create CSR initiatives, and establish codes of conduct.

20. Innovation and Creativity

    • Problem: Stagnation and lack of innovative thinking.

    • Solutions: Foster an environment that encourages creativity, develop innovation programmes, and support employees in generating and implementing new ideas.

21. Job Satisfaction and Engagement Surveys

    • Problem: Lack of understanding of employee sentiments.

    • Solutions: Design and conduct surveys to measure job satisfaction and engagement, analyse the results, and implement action plans based on findings.

22. Decision-Making Processes

    • Problem: Inefficient or ineffective decision-making.

    • Solutions: Analyse decision-making processes, train employees in decision-making skills, and implement structured decision-making frameworks.

23. Workplace Technology Integration

    • Problem: Challenges with adopting new technologies.

    • Solutions: Facilitate the integration of new technologies, provide training on technological tools, and assess the impact of technology on productivity and employee well-being.

24. Organisational Communication

    • Problem: Poor communication within the organisation.

    • Solutions: Develop communication strategies, train employees in effective communication skills, and implement tools to improve internal communication.

25. Stress Management

    • Problem: High levels of workplace stress.

    • Solutions: Implement stress management programmes, provide resources for mental health support, and design jobs to reduce stressors.

26. Work Environment and Ergonomics

    • Problem: Unhealthy or inefficient physical work environments.

    • Solutions: Conduct ergonomic assessments, redesign workspaces for better health and productivity, and promote a positive physical work environment.

27. Employee Empowerment

    • Problem: Lack of employee autonomy and empowerment.

    • Solutions: Develop programmes that promote employee autonomy, provide opportunities for professional growth, and encourage participation in decision-making.

28. Remote Work Challenges

    • Problem: Difficulties associated with remote work.

    • Solutions: Develop remote work policies, provide support for remote employees, and implement tools and practices to ensure effective remote collaboration.

29. Mergers and Acquisitions (M&A)

    • Problem: Challenges during mergers and acquisitions.

    • Solutions: Facilitate smooth transitions during M&A, address cultural integration issues, and support employees through the change.

30. Employee Recognition

    • Problem: Inadequate recognition and reward systems.

    • Solutions: Develop and implement employee recognition programmes, ensure fair and meaningful rewards, and promote a culture of appreciation.

31. Global Workforce Management

    • Problem: Challenges associated with managing a global workforce.

    • Solutions: Develop strategies for cross-cultural communication, create policies for global operations, and provide training on cultural competence.

32. Organisational Identity and Branding

    • Problem: Weak or unclear organisational identity and brand.

    • Solutions: Develop a strong organisational identity, align internal branding with company values, and ensure consistent external branding.

33. Employee Advocacy and Relations

    • Problem: Poor relationships between employees and management.

    • Solutions: Facilitate open communication channels, mediate disputes, and develop programmes that build trust between employees and management.

34. Psychological Contract

    • Problem: Breach of the psychological contract between employees and employer.

    • Solutions: Ensure that mutual expectations are clear, address any breaches effectively, and maintain open lines of communication.

35. Organisational Justice

    • Problem: Perceptions of unfair treatment.

    • Solutions: Implement fair policies and procedures, provide training on unbiased decision-making, and ensure transparency in organisational processes.

36. Talent Management and Career Development

    • Problem: Ineffective talent management and career progression.

    • Solutions: Develop talent management frameworks, provide career development resources, and create clear pathways for advancement.

37. Emotional Intelligence

    • Problem: Low levels of emotional intelligence among employees.

    • Solutions: Offer training programmes on emotional intelligence, promote self-awareness, and develop interpersonal skills.

38. Organisational Socialisation

    • Problem: Difficulties in acclimating new employees to the organisational culture.

    • Solutions: Develop effective onboarding programmes, provide mentorship opportunities, and facilitate social integration activities.

39. Workplace Harassment and Bullying

    • Problem: Incidents of harassment and bullying.

    • Solutions: Implement strict anti-harassment policies, provide training on recognising and preventing bullying, and establish reporting mechanisms.

40. Workforce Analytics

    • Problem: Lack of data-driven decision-making.

    • Solutions: Utilise workforce analytics to inform decisions, develop metrics to measure key performance indicators, and analyse trends to improve HR practices.

41. Innovation and Change Facilitation

    • Problem: Resistance to innovation and change.

    • Solutions: Promote a culture of continuous improvement, engage employees in the change process, and provide support during transitions.

42. Employee Advocacy and Voice

    • Problem: Employees feeling unheard and undervalued.

    • Solutions: Create platforms for employee feedback, ensure their voices are considered in decision-making, and act on feedback received.

43. Job Crafting

    • Problem: Jobs that do not fully utilise employee strengths.

    • Solutions: Encourage employees to shape their job roles to better fit their skills and interests, and support job crafting initiatives.

44. Labour Relations

    • Problem: Strained labour relations and collective bargaining issues.

    • Solutions: Mediate between labour unions and management, facilitate negotiations, and develop fair labour practices.

45. Occupational Health Psychology

    • Problem: Mental and physical health issues related to work.

    • Solutions: Address workplace stressors, promote health and wellness initiatives, and support work-life balance.

46. Workplace Spirituality

    • Problem: Lack of meaning and purpose at work.

    • Solutions: Promote a sense of purpose and meaning in work, support spiritual practices, and create a values-driven culture.

47. Work Redesign

    • Problem: Jobs that are outdated or inefficient.

    • Solutions: Redesign jobs to improve efficiency, increase job satisfaction, and better align with organisational goals.

48. Employee Benefits and Perks

    • Problem: Unattractive or inadequate employee benefits.

    • Solutions: Review and improve benefits packages, ensure they meet employee needs, and stay competitive within the industry.

49. Organisational Citizenship Behaviour (OCB)

    • Problem: Low levels of discretionary effort among employees.

    • Solutions: Encourage OCB through recognition programmes, promote a supportive work environment, and foster a culture of helping.

50. Corporate Culture Assessment

    • Problem: Misalignment between corporate culture and strategic goals.

    • Solutions: Conduct culture assessments, identify areas for improvement, and implement strategies to align culture with organisational objectives.

51. Employee Recognition and Reward Systems

    • Problem: Inadequate recognition and reward systems.

    • Solutions: Develop fair and motivating reward systems, implement recognition programmes, and ensure alignment with employee performance and organisational goals.

52. Employee Assistance Programmes (EAPs)

    • Problem: Employees facing personal issues affecting work performance.

    • Solutions: Develop and promote EAPs, provide counselling services, and offer resources for dealing with personal and professional issues.

53. Employee Empowerment and Engagement

    • Problem: Low levels of employee empowerment and engagement.

    • Solutions: Create programmes that foster empowerment, involve employees in decision-making, and increase engagement through meaningful work.

54. Job Insecurity

    • Problem: Anxiety and stress related to job insecurity.

    • Solutions: Develop strategies to communicate job stability, support employees through transitions, and provide resources for career development.

55. Workforce Diversity Management

    • Problem: Challenges in managing a diverse workforce.

    • Solutions: Implement diversity training programmes, develop policies that promote inclusion, and support diverse teams in working effectively together.

56. Knowledge Management

    • Problem: Loss of organisational knowledge and ineffective knowledge sharing.

    • Solutions: Develop knowledge management systems, promote knowledge-sharing practices, and retain critical organisational knowledge.

57. Psychological Safety

    • Problem: Lack of psychological safety in the workplace.

    • Solutions: Foster an environment where employees feel safe to express themselves, make mistakes, and provide feedback without fear of retribution.

58. Cybersecurity Awareness

    • Problem: Low levels of cyber-security awareness among employees.

    • Solutions: Implement cybersecurity training programmes, develop policies to protect organisational data, and promote a culture of security awareness.

59. Workplace Adaptability and Agility

    • Problem: Organisational rigidity and resistance to change.

    • Solutions: Promote a culture of adaptability, develop agile working practices, and support continuous learning and improvement.

60. Workplace Policy Development

    • Problem: Outdated or ineffective workplace policies.

    • Solutions: Develop, review, and update organisational policies to reflect current best practices and legal requirements.

61. Occupational Health and Safety Compliance

    • Problem: Non-compliance with health and safety regulations.

    • Solutions: Ensure compliance with occupational health and safety laws, conduct regular safety audits, and provide training on safe work practices.

62. Virtual Team Management

    • Problem: Challenges in managing virtual teams.

    • Solutions: Develop best practices for virtual collaboration, implement tools to support remote work, and provide training for virtual team leaders.

63. Gamification in the Workplace

    • Problem: Lack of engagement in routine tasks.

    • Solutions: Introduce gamification elements to make tasks more engaging, use game-based learning for training, and incentivise performance through game-like reward systems.

64. Organisational Alignment

    • Problem: Misalignment between organisational strategy and daily operations.

    • Solutions: Ensure that all levels of the organisation are aligned with strategic goals, communicate the vision and mission clearly, and create a cohesive plan that links strategy to execution.

65. Internal Communications Strategy

    • Problem: Ineffective internal communications.

    • Solutions: Develop comprehensive internal communication strategies, utilise multiple channels to disseminate information, and ensure transparency and clarity.

66. Workplace Ethics and Integrity

    • Problem: Ethical dilemmas and lack of integrity.

    • Solutions: Develop and enforce a code of ethics, provide ethics training, and create mechanisms for reporting and addressing unethical behaviour.

67. Customer Service Excellence

    • Problem: Poor customer service affecting business outcomes.

    • Solutions: Develop customer service training programmes, establish clear customer service standards, and measure and improve customer satisfaction.

68. Onboarding New Hires

    • Problem: Ineffective onboarding processes.

    • Solutions: Develop structured onboarding programmes, provide comprehensive orientation sessions, and ensure new hires are well-integrated into the organisation.

69. Employee Resilience

    • Problem: Low resilience and high burnout rates.

    • Solutions: Develop programmes to build resilience, provide resources for stress management, and create a supportive work environment.

70. Corporate Governance and Ethics

    • Problem: Weak governance structures and ethical lapses.

    • Solutions: Strengthen governance frameworks, promote ethical leadership, and ensure accountability at all organisational levels.

71. Workplace Automation and AI Integration

    • Problem: Challenges with integrating automation and AI into workflows.

    • Solutions: Develop strategies for effective integration, address employee concerns about job displacement, and provide training on new technologies.

72. Organisational Learning and Development

    • Problem: Ineffective learning and development initiatives.

    • Solutions: Design comprehensive learning and development programmes, foster a culture of continuous learning, and measure the impact of training on performance.

73. Employee Advocacy Programmes

    • Problem: Employees feeling undervalued or unheard.

    • Solutions: Implement employee advocacy programmes, create platforms for employee feedback, and ensure that employee voices influence decision-making.

74. Strategic Human Resource Management (SHRM)

    • Problem: Misalignment between HR practices and strategic goals.

    • Solutions: Align HR practices with organisational strategy, develop SHRM frameworks, and ensure that HR initiatives support business objectives.

75. Crisis Management and Business Continuity

    • Problem: Lack of preparedness for crises.

    • Solutions: Develop crisis management plans, conduct training on emergency procedures, and establish business continuity protocols.

76. Organisational Reputation Management

    • Problem: Negative public perception affecting business.

    • Solutions: Develop strategies to manage and improve organisational reputation, handle public relations crises effectively, and promote positive organisational narratives.

77. Behavioural Economics in the Workplace

    • Problem: Inefficient decision-making and resource allocation.

    • Solutions: Apply principles of behavioural economics to improve decision-making, design incentives that align with desired behaviours, and optimise resource use.

78. Community and Stakeholder Engagement

    • Problem: Poor relationships with external stakeholders and communities.

    • Solutions: Develop engagement strategies, foster positive relationships with communities, and ensure that organisational activities consider stakeholder interests.

79. Workplace Innovation Labs

    • Problem: Lack of space and resources for innovation.

    • Solutions: Establish innovation labs, provide resources and support for experimental projects, and encourage creative problem-solving.

80. Workplace Democracy

    • Problem: Lack of employee involvement in decision-making.

    • Solutions: Implement workplace democracy practices, ensure participatory decision-making processes, and empower employees to take part in organisational governance.

81. Job Burnout Prevention

    • Problem: High levels of job burnout among employees.

    • Solutions: Identify burnout risk factors, develop prevention programmes, and promote work-life balance and mental health.

82. Workplace Civility and Respect

    • Problem: Incivility and lack of respect in the workplace.

    • Solutions: Promote a culture of civility and respect, provide training on respectful behaviour, and address issues of incivility promptly.

83. Ethical Use of Workplace Data

    • Problem: Misuse or unethical use of employee data.

    • Solutions: Develop ethical guidelines for data use, ensure transparency in data practices, and protect employee privacy.

  •  

84. Complex Problem Solving

    • Problem: Difficulty in addressing complex, multi-faceted problems.

    • Solutions: Use interdisciplinary approaches to problem-solving, develop creative and analytical thinking skills, and apply systems thinking.

85. Micro-inequities and Inclusion

    • Problem: Subtle, often unnoticed forms of discrimination.

    • Solutions: Raise awareness of micro-inequities, provide training to identify and address them, and promote an inclusive culture.

86. Emotional and Psychological Resilience

    • Problem: Low levels of emotional resilience among employees.

    • Solutions: Develop resilience training programmes, provide support systems for coping with stress, and create a supportive work environment.

87. Organisational Neuroscience

    • Problem: Limited understanding of how brain processes affect work behaviour.

    • Solutions: Apply findings from neuroscience to improve learning, decision-making, and performance, and design work environments that align with brain-friendly principles.

88. Employee Sabbaticals and Extended Leave Programmes

    • Problem: Employee burnout and lack of rejuvenation opportunities.

    • Solutions: Offer sabbaticals and extended leave programmes, encourage employees to take time off for personal growth, and ensure policies support long-term well-being.

89. Trust and Transparency in Leadership

    • Problem: Lack of trust in leadership.

    • Solutions: Foster transparent communication, demonstrate integrity and consistency in leadership actions, and involve employees in decision-making processes.

90. Managing Multi-generational Workforces

    • Problem: Generational conflicts and differing work preferences.

    • Solutions: Develop strategies to bridge generational gaps, offer flexible work options, and create programmes that cater to diverse generational needs.

91. Behavioural Insights and Nudges

    • Problem: Ineffective behavioural interventions.

    • Solutions: Apply behavioural insights to design effective nudges, promote positive behaviours, and optimise decision-making processes.

92. Employee Surveys and Feedback Mechanisms

    • Problem: Inadequate understanding of employee concerns.

    • Solutions: Develop and administer employee surveys, analyse feedback to inform decisions, and implement changes based on survey results.

93. Sustainable Work Practices

    • Problem: Unhealthy and unsustainable work practices.

    • Solutions: Promote sustainable work practices, implement green initiatives, and encourage work-life balance and environmental responsibility.

94. Workplace Social Networks

    • Problem: Weak social connections within the workplace.

    • Solutions: Foster social networks, create opportunities for social interaction, and promote a sense of community.

95. Continuous Improvement and Kaizen

    • Problem: Stagnation and lack of continuous improvement.

    • Solutions: Implement continuous improvement programmes, encourage employee suggestions for improvement, and foster a culture of ongoing development.

96. Human Factors and Ergonomics

    • Problem: Work environments that do not support human performance.

    • Solutions: Apply principles of human factors and ergonomics to design workspaces, improve tools and processes, and enhance overall efficiency and comfort.

97. Trust-building Interventions

    • Problem: Lack of trust among team members.

    • Solutions: Develop trust-building activities, encourage open communication, and create a culture of reliability and support.

98. Crisis Leadership

    • Problem: Ineffective leadership during crises.

    • Solutions: Train leaders in crisis management, develop clear crisis response plans, and ensure effective communication during emergencies.

99. Workforce Predictive Analytics

    • Problem: Inability to predict workforce trends and behaviours.

    • Solutions: Utilise predictive analytics to forecast workforce needs, analyse trends, and develop proactive HR strategies.

 

Business psychologists are crucial in addressing these and many other workplace issues, ultimately enhancing organisational effectiveness and employee well-being to benefit employees and businesses.

 

At Think Organisation we can provide assessments of any of the above good practices, along with recommendations and implementation plans if required.

 

To learn more please reach out to sam@cortex.clyq.co.uk.

More about Workplace Psychology

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Image of old battered football on a muddy rubbish strewn floor with the words what can we learn above.

Losing Teaches Us How To Be Stronger Leaders

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Can losing teach us how to stronger leaders?

 

A game of football has a clear objective, to win, by getting the ball in the net, more than your opponents.

 

Yet losing seems to spin millions of people into a negative decline. There are clear rules to follow, with performance closely monitored and in most cases feedback is instantaneous.

 

Everyone’s roles are clearly defined, with set pieces practiced and prepared ahead of being required. Yet the passion to win is intense, and the fear of losing is immense.

 

Imagine if you could do this in the workplace? Or imagine if after a game of football you needed to wait three months for your feedback in a performance review?

 

After the disappointment of Sunday, it has been scary, interesting, infuriating and bizarrely addictive watching everyone’s reactions. Some people ignored the loss, preferring to talk about something else. Others people scrutinise the game in great detail, picking holes in things which could have been better. A few people rush to talk about the future and that in two years football will definitely be coming home.

 

However, the majority of people seem to turn to blame.

“Blame is placing the responsibility for a fault, or wrong, against something or someone for something negative which has happened.”

Collins, 2024

However, as Gareth Southgate said ‘we have to hold our hands up, Spain were better‘. And that is the reality of the situation. On the day, in that final, they were better. They achieved the objective and got more balls in the net than us. That said, England didn’t get anyone sent off, they didn’t lose their temper, and they played well for some of the game, when they happened to have possession.

 

But how can psychology help us understand more? And most importantly what can we learn from this experience?

 

Reframe the Situation

The first one is, England didn’t lose. England came second. Out of 24 teams who took part we were better than 22 of them. The same as we did in 2020. That is no failure. We qualified, we then got into the last 16 and then we secured a place in the final. And if you think about when we were playing at our best was it just skill or was there something else? 

 

Strengthscope™ is a psychometric which helps people identify their strengths and highlights how peak performance requires more than just the right competencies. The Strengthscope™ model below demonstrates the zone of peak performance and what is required to get there.

 

 

Reflecting on the football journey it is clear that players have the skills and the knowledge, they certainly demonstrate this for their clubs. The goals are clear. Yet what about the strengths or energisers?

 

Strengthscope™ research identified 24 strengths which fall into four sections: Emotional, Relational, Execution & Thinking. 

 

By focusing on our strengths, which are the qualities which enable us to perform at our best, is proven to enable people (and therefore their teams) to achieve higher levels of resilience, confidence, engagement and success.

 

Understand Your Strengths

If everyone can use their underlying qualities which energise them, this lifts everyone.

 

Understanding your strengths ensures that everyone can bring their best self to work. The Strengthscope™ wheel below shows how these 24 strengths can be built into a profile.

 

Generally, people have seven significant strengths. Each of these strengths produces productive behaviours which allow people to deliver their best results. Afterall, just because someone is able to do something it may not mean they want to do something.

 

 

Think about the different roles in a football team, there may be different strengths which would make you successful.

 

As a whole team there are some strengths which would be critical for success, all of which we have seen during England’s Euro 2024 campaign:

 

    • Optimism

    • Resilience

    • Self-Confidence

    • Collaboration

    • Results Focus

    • Flexible

    • Common Sense

 

What would this look like for your team in your organisation?

 

Facts vs. Feelings

Humans have cognitive processes which can distort their perceptions. Cognitive dissonance happens when people have inconsistency with their actions and their beliefs.

 

During football, which is extremely emotive for many, this urge can be stronger. Therefore, it is important to stick to the facts, but also identify feelings as they occur. On Sunday night, many commentators and spectators left the stadium due to the feeling losing evoked. However, the only way to improve your ability to overcome this feeling is to experience it. Repeatedly. 

 

Turning off the game, walking away and not celebrating Spain’s well deserved and amazing achievement is all about avoidance. As is blame.

 

It is also important to understand feelings, and some of our strengths can help us with this. In the sentence above we wrote ‘not celebrating Spain’s well deserved and amazing achievement‘. This is a matter of opinion, rather than fact. And people will have different feelings when they read this – depending on their own personal allegiances.

 

Give THINK Feedback

THINK feedback is about asking – Is it True? Is it Helpful? Is it Inspiring? Is it Necessary? Is it Kind? The one thing the England Manager has appeared to do is ensure all feedback meets these criteria. In fact, in football the “is it true” element has led to extreme technological advancements to ensure wherever possible decisions are made based on fact. Did it cross the line or not? Was it off-side or not? We discussed the THINK feedback model in a previous article.

The other side to this is to review, evaluate and question the information you read or watch. Headlines currently dominating the news are ‘Gareth Southgate QUITS’, and ‘England Manager to step down after England’s defeat’ (Metro, 2024). Yet the facts are Gareth Southgates contract was due to end in December 2024, and always had been. 

Looking at the facts, in the fifty years before Gareth Southgate took charge England had won seven knock out games across 25 tournaments. Under his tenure England won nine knock out matches across four tournaments. England have only ever made it to three tournament finals, one before Gareth Southgate and then two during his tenure. When you crunch the numbers that is over an 800% improvement in performance under his stewardship (ITV, 2024) in just eight years. Nothing, no manager had ever done before.

Why Don’t We Focus on Strengths More?

Unfortunately, humans have a tendency to focus on the negative. This negativity bias is a cognitive tendency which was designed to protect us. Just as not all emotions are equal, not all thoughts are equal. When presented with a mountain of positive feedback, or information, as humans we are hardwired to select and focus on the negative aspects first. Research suggests the ratio is 5:1 in favour of negativity. That means our brains need at least five positive pieces of information to counteract one negative piece (Psychology Spot, 2019). Though some research suggests this can be higher.

This is why understanding people’s strengths is vital. This helps us focus on positivity. The elements which really energise us, and thus empowers us to do out best work. So if you would like to know more about how Strengthscope™ could benefit your business please message us as we have a team of highly experienced Master Strengthscope™ Practitioners..

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Business Culture

Leadership Insights 2024: Building a Strong Business Culture

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The last decade has shown a significant decline in employee motivation across the UK (Think Organisation, 2024). Employee engagement has also reached an all time low globally with only 1 in 4 people currently engaged (Gallup, 2023).

 

According to Business Leaders Today (2024) ‘leaders keep teams motivated by building a business culture that supports a positive employee experience and a cooperative work environment that is psychologically safe for all team members’.

 

Business culture impacts employee experience because it is the shared attitudes, beliefs, priorities and values which guide the behaviours of all employees across organisations.

 

Employees are significantly more likely to stay in positive cultures that support and value them, allowing them to grow through an inclusive and psychologically safe environment. The challenge is, historically, leaders focused on results often at the expense of culture which is why influencing business culture is the future of leadership.

 

A Case Study

A recent client had a declining sales team, despite ‘on paper’ the team having everything it needed to deliver success. Employee engagement measures showed the team was ‘engaged’. Yet it wasn’t until Think Organisation undertook a culture deep dive that the real issues became apparent. On the surface, the team appeared ok. Yet at the first workshop underlying negative behaviours quickly became apparent to our team. Ironically, this had been happening for several years and the leader had become oblivious to these behaviours – not realising the implications.

 

Firstly, the highest salesperson often turned up late to full team meetings, apologising profusely but often with a coffee in hand, relaxed that the leader wouldn’t challenge this behaviour, although behind the scenes the leader said they found this was frustrating.

 

The values of the client were respect, collaboration and compassion, so this is what our workshop focused on. When asked who was ‘the best’ salesperson the team unanimously named this highest salesperson. Yet in reality, this salesperson did not embody the values of the organisation. They were driven, cut-throat and extremely disrespectful to customers having derogatory names for them behind their backs. Motivated only by results this highest salesperson did not embody the values of the organisation.

 

Once our business culture measure had been rolled out it quickly became apparent the underlying issues which were undermining the culture and leading to poor performance of the other 95% of the sales team. Three months later the behaviours were changed, delivering a 40% increase in sales revenue and an employee NPS increase of 12 points.

 

So what is the secret?

 

1. Business Culture

Measure your business culture. The artefacts, the behaviours, the ways of working to understand how people think, feel and behave in your organisation. We recommend you get the experts in, Business Psychologists who understand how to scientifically measure the multiple dimensions of culture. However, questions you can ask yourself and your leaders include:

 

  • How do we treat each other in this organisation?
  • Do we live, breathe and sleep our vision, mission and values?
  • Could someone tell our values from how our employees behave?
  • Do our values shine through when we make difficult decisions?
  • Are we consistent, fair and transparent in how we treat infractions?

 

2. Compassion

Do the leaders of the organisation really care? Is being kind, caring and considerate part of our ethos and ways of working? It is important to understand compassion is about concern for others and the desire to take action, whereas empathy is the awareness of another’s emotional experiences.

 

Compassion lives in organisational cultures (or it doesn’t), and whilst we often measure levels of compassion in terms of thoughts, feelings and actions the following statements can help identify compassion in your organisation.

 

  • When people are distressed we try and help each other
  • We try not to get distracted by worrying about how people feel
  • I get fed up with people wasting time at work talking about how they feel
  • When a colleague is sad at work I try and comfort them
  • My manager can often tell if someone is sad at work, even if they don’t say anything

 

3. Connect

Many leaders spend time trying to manage others. Their role means leaders are often responsible for influencing the behaviours and actions of others. The challenge is that many leaders also don’t know how important it is to truly connect with their teams, at an individual and a team level.

 

Think about an individual who you work with daily. In your opinion:

 

  • What motivates this person?
  • What frustrates this person?
  • What could this person do more of to increase their success?
  • What could this person share with you to help you?
  • What could you share with this person to help them?

 

Now ask yourself – have you ever asked them these questions? What would they answer? What would they answer in reciprocation for you?

 

The importance of connections is fundamental for all leaders in 2024. High quality, authentic, two-way connections are what build strong, sustainable cultures which drive success.

 

4. Coach

There is no carrot and stick in leadership anymore.

 

Great leaders coach, create safe, supportive and appropriately challenging work environments which foster positive performance cultures.

 

It is vital that all employees feel psychologically safe, and coaching is the secret to this. All employees need direction and support, in different quantities at different times, and coaching can be the secret to this.

 

Leaders are so often time-poor, and whilst many invest in professional Executive Coaches, many of these learnings can be practised daily in the workplace to enhance the culture. Here are some high-level coaching questions which can help leaders.

 

  • How can we use this 121/meeting today so that it benefits you the most?
  • What excites you most about this project you are working on?
  • What scares you the most about this project you are working on?
  • What important thing have you learned about yourself recently?
  • What do you need or want from me to ensure this is a success?

 

5. Contribute

Many ideas, solutions and seeds of innovation come from people on the front line or doing the work, as opposed to the leaders at the top.

 

This is where ensuring a diverse team of people can contribute to projects and ways of working – and have the opportunity to learn from any mistakes. So often cultures are ashamed of their mistakes, hiding any less-than-perfect outcomes, that employees become scared of contributing.

 

Everyone has different perspectives, ideas and understandings so leaders must facilitate contributions from everyone, not just the more high-ranking officials. This can be done in several ways:

 

  • Facilitate design sprints with diverse groups of people focused on key organisational problems which need to be solved
  • Measure the levels of psychological safety across teams and your organisation and seek to improve it
  • Have safe spaces where people can make suggestions, chat, ask for help and informally chat over current challenges
  • Train leaders and managers in the art of coaching to ensure their behaviours and responses facilitate idea generation
  • Ensure all employees understand each other and know each other enough (e.g. through a personality or strengths profile) as this can help improve contributions

 

6. Celebrate

So often successes are not celebrated, and leaders miss the opportunity to congratulate team members on their achievements. When employees feel appreciated, valued and part of the team then they are more likely to be engaged.

 

Celebrating good work, and congratulating high performers or people who role model behaviours and values will enhance and grow your business culture.

 

Often we are so quick to move on to the next challenge that we forget to celebrate the successes or even the learning from the failures. This can lead to employees becoming disheartened as all humans need appreciation and a sense of achievement.

 

When it comes to celebrating, be mindful of:

 

  • Celebrating success in a way which suits the individuals or team involved
  • Small words, written cards, face to face thanks can go a long way compared to ‘big’ gestures
  • Celebrations need to be authentic, fair, consistent and transparent
  • Celebrate behaviours, approaches, progress and people overcoming adversity (not just results)
  • Congratulate people immediately, especially during projects, not just at the end

 

7. Change

Years ago we often talked about the BAU (business as usual) and the transformation we were planning on delivering. However, when the change became so frequent, or even a permanent state of flux, we coined the term CAU (change as usual).

 

Leaders need to embrace change and understand its influence on business culture. In a start-up the curve of change can take a couple of weeks, compared to six months in a FTSE 100. Understanding the speed of this cycle is crucial for all leaders.

 

Business culture change takes months, even years depending on the size, maturity and market the business operates in.

 

The following elements are fundamental:

 

  • What is currently urgent and who is going to work together to solve this challenge?
  • What different options do we have to solve this challenge or deliver this change?
  • How can we communicate what the solution or new world will look like after the change?
  • Who can help remove barriers to this change and deliver some quick wins?
  • How will we measure the progress of change or overcoming the challenge?

 

Conclusion

A successful leader in 2024 will be able to ask the following questions, to employees across their organisation, and get the following answers:

 

How do we really treat each other in this organisation?

In this organisation, we strive to treat each other with respect, empathy, and consideration. Our interactions are guided by a shared commitment to fostering a supportive and inclusive environment.

 

We listen actively to each other’s concerns and provide constructive feedback aimed at personal and professional growth. The emphasis on collaboration ensures that every team member feels valued and heard, promoting a sense of belonging and mutual respect.

 

This approach not only enhances individual morale but also strengthens our collective ability to achieve organisational goals.

 

Does everyone live, breathe and sleep our vision, mission and values?

Our vision, mission, and values are not just statements on a wall; they are at the core of our daily operations and decision-making processes.

 

We consistently integrate these principles into our work, ensuring that every action we take aligns with our organisational purpose and ethical standards.

 

By prioritising our mission in every project and initiative, we create a cohesive and unified direction for all employees. Regular workshops, meetings, and communications reinforce these ideals, making them an intrinsic part of our organisational culture that influences behaviour and choices at every level.

 

Could someone tell our organisational values from how our employees behave?

Someone could easily discern our values by observing our employees’ behaviour.

 

Our commitment to excellence, integrity, and compassion is evident in the way we conduct ourselves and interact with stakeholders.

 

Employees demonstrate our values through collaborative teamwork, ethical decision-making, and genuine care for one another’s well-being.

 

This consistent alignment between values and actions creates a transparent and trustworthy environment, where our organisational ethos is visible in everyday activities and engagements.

 

This visibility reinforces our culture and attracts a diverse group of like-minded individuals who share and uphold these values.

 

 

 

Think Performance. Think Excellence. Think Impact.

Check our Insights page for more valuable information.

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Motivation

Can Leaders REALLY Motivate Their Employees?

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The role of the leader is to communicate culture. Some believe the role of a leader is to motivate others. 

 

In reality, the role of a leader is to unite a team, communicate culture, and model core values so that the team fosters harmonious and inclusive work environments where teams are inspired to produce exceptional results.

 

The complexities of leadership mean individuals are complex, ever-changing, so what suits one employee may not suit another.

 

In reality, no human will do anything that they don’t ultimately want to do.

 

Motivation is a psychological force, defined as ‘the reason, or reasons, why people act or behave in certain ways’.

 

Yes, you might not ‘want‘ to work late. You might actually prefer to be at home with your family. But you need a job. You want your boss to appreciate you, and be proud and grateful to you. Hence you stay late. You get the work done to achieve this. Because wants and motivation are complex, and delayed gratification, short and long-term gains, all lead to these complexities.

 

Humans often don’t consciously know what they want.

 

At times, humans don’t consciously know what we want. Other times we do but need to adapt for longer-term benefits. This is when we do things or act in a certain way, which we may not want to do initially for longer-term rewards.

 

Think about the gym. If you go to the gym, especially at the beginning it can be difficult, hard work, even painful. Many people don’t enjoy going to the gym. But they want, even need, to be fit and healthy. So they go to the gym to meet their higher-order wants – the results.

 

Generally, no human will ever do anything they don’t want to.

 

Humans can be forced to do things, physically and mentally. However,  generally, humans do not tend to do things they don’t want to do. Even under duress, humans make decisions about how best to negotiate a situation.

 

The challenge is, when businesses expect leaders to be directly responsible for motivation this focus can be demotivating to some, even detrimental to others.

 

A recent leader used to celebrate their employee’s success, shouting about their achievements and in turn, this demotivated some employees who held back their potential to avoid the attention.

 

Potential can be defined as the innate capacity within an individual to develop or improve. But this is aligned with what motivates us. Humans need to be motivated. You can’t force someone to change, develop or improve, without them wanting to do it themselves.

 

But what can leaders do to motivate their employees?

 

The first is to understand that humans cannot directly motivate each other. They need to create an environment in which an individual motivates themselves. Then in time, they form habits which promote a culture of success. To do this leaders need to:

 

Listen To Understand Others

Understanding what matters to the individuals in your team, their goals, interests and values allows you to tailor your encouragement. Opening doors for individuals to progress into areas aligned with their interests and what they find meaningful.

 

Understand Your Own Strengths

Knowing your strengths, skills, expertise and where you gain energy is paramount in empowering others. Being able to utilise your strengths, develop yourself and understand your motivations ensures authentic leadership that naturally inspires and motivates others.

 

Lead with Psychological Safety

Ensuring everyone feels included, and that they are able to voice their ideas and thoughts in a safe environment is crucial to ensure people remain motivated.

 

So often employees become demotivated when they don’t feel listened to. When employees don’t feel as though people listen to their ideas, they stop making suggestions, reducing or redirecting their actions based on their motivations.

 

No human is motivated by being made to feel incompetent, unappreciated, unheard or obsolete.

 

T.H.I.N.K. About Communication

Leaders need to provide constructive feedback. Share the facts. Share areas for improvement. Be open to feedback themselves. Ensuring all communication is true, helpful, inspiring, necessary and kind is crucial for any employee – especially leaders. Read more here.

 

Manage Mindsets

At times everyone can become ‘fixed’ in their thoughts, focus and mindset. How a person thinks, their attitudes and opinions can be focused, inflexible and fixed – especially with individuals who are unable or unwilling to change them. A great leader can support individuals to see challenges as opportunities for growth.

 

Supportive Direction

Everyone needs direction. Clear areas to focus on, whilst being empowered to own their progress is vital. Motivation can fluctuate so a great leader can dial up and dial down direction and support as required to encourage individuals’ motivation.

 

Set Teams Up For Success

Providing resources and opportunities and setting teams up for success is key to ensuring individuals are motivated. So often, managers can hinder their teams by not setting them up for success. Sometimes thinking that by setting out challenges they are helping their team ‘demonstrate’ their competence. In reality, a manager needs to set up their teams for success.

 

Lead By Example

Humans emulate others. Despite what we say to others, people copy the behaviours of others. Leaders need to demonstrate the behaviours, attitudes and focus that they wish to inspire in others. Being authentic, and ensuring their actions fuel motivation in others.

 

Motivation fluctuates. At times of high stress, human motivation levels can be reduced. But equally, when there is no stress or pressure this can also cause motivation to reduce.

 

For many, there are optimum levels of stressors to ensure people remain motivated but do not become burnt out. This also relates to a person’s strengths. Individuals are more likely to become burnt out when not utilising their strengths.

 

Remember, while you can provide support and encouragement, motivation ultimately comes from within the individual. A leader’s role is to inspire and facilitate their intrinsic motivation.

 

Think Performance. Think Excellence. Think Impact.

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Image showing wooden letters scattered across purple background with word motivation spelt underneath.

Motivation: Understanding What Drives People at Work

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The reason a person acts or decides to behave in a certain way is usually down to motivation. Motivation itself is not visible. It is an internal process. Motivation is the driving force behind human actions that initiates, guides and maintains goal-oriented behaviours.

 

With over 18 million references to motivation on Google it is easy to become lost in the complexities of motivation. So what do you need to know about motivation at work?

 

The future is intrinsic motivation.

Work is an activity which someone undertakes to gain a benefit or achieve a purpose. Years ago, the majority of work consisted of tasks which needed to be undertaken (often physical e.g. ploughing).

 

Workers would be skilled in their task (e.g. a farrier) and this would become their profession. Workers would often get promoted to the role of manager or supervisor. Their task would be to ensure that all workers completed their tasks on time, on budget and to the required quality.

 

Think about a task you have completed at work recently. Did you feel a sense of accomplishment when you’d finished? Did you lose track of time as you were completing it? Or did you rush to complete it focusing on when you would be paid? Were you bored or uninterested when you completed the task? Depending on your responses will depend on whether you were intrinsically or extrinsically motivated.

 

Motivation is complex and many tasks fit into both extrinsic and intrinsic – if you would like to discuss motivation book a free 30-minute consultation here.

 

This image shows the two sides to motivation - extrinsic and intrinsic.

 

Everyone has basic needs.

Abraham Maslow designed the Hierarchy of Needs to explain motivation in the 1940’s and it is still helpful today – especially when at work.

 

Think Organisation often works with clients to utilise individual, team and organisational hierarchy of need models to revolutionise employee engagement and productivity as part of our culture transformation projects.

 

Have a look at the model below and ask yourself what are your needs at each of the different levels?

 

So often organisations focus on the higher needs, such as providing development opportunities, especially when the basic needs of a salary commensurate with the role are not being delivered. The other challenge is this model is unique for every employee, and employees will only share their true thoughts, feelings and motivations if they feel psychologically safe in their team.

 

Psychological Safety is key.

When an employee feels, and thinks, they are psychologically safe then they will share their true thoughts, ideas, feelings, concerns and suggestions. Psychological safety is multi-faceted and arises as a result of the experiences, reactions and behaviours of others. It is not something you can tell people to be. To understand your perception of psychological safety in your organisation our free measure.

 

Think about when someone at work, like your Manager, has asked you to explain what you think, or what you need. Have you felt safe being open and honest? Or have you said what you thought you should say? What fitted in with the expectations of what you should say? Humans need to feel like they belong so will often say things to help this, avoiding confrontation and conflict.

 

Authentic environment.

The environment is the conditions and surroundings in which a person lives or operates. It has a huge impact on how humans behave. Have you ever tried to tell someone to be motivated? The surroundings we find ourselves in impact our motivation.

 

At times, our environment is a product of our motivations, effort and talents. Linked to the first few levels of the hierarchy of needs, humans have physical requirements such as warmth, shelter and somewhere to work effectively. At work, the environment needs to be authentic, stable and safe.

 

When this is not the case people’s motivations focus on creating a safe, stable environment they can influence or control. This often leads to negative behaviours as a result of the environment being inauthentic.

 

Ken Blanchard (2013) designed a model where trust is created when people demonstrate competence (are able), act with integrity (are believable), care about others (are connected) and behave reliably (are dependable). In many ways, this applies to environments as well.

 

Clear purpose.

Many organisations focus on their purpose, investing significant sums in purpose identification, strategies and marketing communication plans to communicate it effectively. This builds on the need for an environment to be authentic.

 

Without this focusing on purpose can be detrimental to businesses. History is plagued with scandals where people’s actions and behaviours have been misaligned to the publicly professed purpose of an organisation. People will know if there is any degree of misalignment and the depth and breadth of this can significantly impact the motivation of all employees.

 

To understand more about what drives you, and others, at work then please subscribe to our LinkedIn page.

 

Conclusions

How does intrinsic motivation play a critical role in enhancing employee engagement and productivity at work, compared to extrinsic motivation?

 

Intrinsic motivation is pivotal in enhancing employee engagement and productivity because it stems from within the individual, driven by personal interest, enjoyment, and a sense of accomplishment in the work itself. Unlike extrinsic motivation, which relies on external rewards such as money, promotions, or recognition, intrinsic motivation fosters a deeper commitment to the task.

 

Employees who are intrinsically motivated are more likely to experience job satisfaction, exhibit creativity, and persist in the face of challenges. This internal drive encourages a more meaningful connection to their work, leading to sustained effort and higher-quality performance.

 

In contrast, extrinsic motivators can sometimes undermine intrinsic interest, especially if overemphasised, potentially leading to reduced motivation once the external rewards are removed (e.g. bonuses).

 

What strategies can organisations implement to ensure psychological safety among employees, fostering an environment where they feel comfortable sharing their true thoughts and ideas?

 

Organisations can ensure psychological safety by implementing several key strategies that promote openness and trust. First, leaders should role model inclusive behaviour, actively listening to and valuing all employees’ input without judgement. Establishing clear communication channels and regular feedback loops allows employees to voice concerns and suggestions safely.

 

Experiential programmes on active listening and empathy can equip managers with the skills needed to foster a supportive atmosphere.

 

Additionally, recognising and rewarding vulnerability and honest communication can reinforce a culture where employees feel safe to express their true thoughts. Creating diverse and inclusive teams also contributes to psychological safety, encouraging different perspectives.

 

Addressing any instances of behaviour which are detrimental to psychological safety need to be dealt with swiftly and transparently. This helps maintain a respectful and trusting workplace environment.

 

How can organisations align their stated purpose and values with their employees’ experiences and the overall work environment to avoid misalignment and maintain high levels of motivation and trust?

 

Organisations can align their stated purpose and values with employees’ experiences by ensuring that their actions consistently reflect their professed ideals. This alignment starts with transparent and authentic leadership that exemplifies the company’s values in everyday decisions and interactions.

 

Regularly communicating the organisation’s purpose and demonstrating how it translates into concrete policies and practices helps reinforce this alignment.

 

Involving employees in the development and refinement of the organisation’s mission can also foster a sense of ownership and connection and ensure authenticity.

 

Once basic needs are met, opportunities for professional growth, recognising achievements that align with the individual’s values, and creating a supportive and inclusive work environment are crucial. By maintaining this alignment, organisations can build trust and help employees be motivated.

 

Over time, as employees see that their work contributes to a greater, consistent purpose, this enhances overall engagement and loyalty fourfold.

 

Think Performance. Think Excellence. Think Impact.

 

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Leadership Development in an Artificially Intelligent World

Leadership in an Artificially Intelligent World.

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Artificial intelligence (AI) enables computers and machines to simulate human intelligence and to problem solve.

 

Yet, leading AI scientists say world leadership still need to wake up to AI (University of Oxford, 2024). If you are unsure what AI is then MIT (2018) designed a great flow chart to help people understand what is (and what isn’t) artificial intelligence.

 

 

In fact, AI is not the only technology transforming the world of work which leadership teams currently need to be aware of. Cloud-based technology, 5G, virtual reality, the Internet of Things (IoT), Blockchain, 3D printing, Robotics and much more are all transforming the world of work for everyone, faster than ever before.

 

So what do leaders need to know?

 

1. What is the purpose of their organisation?

The World Economic Forum outlines how the fourth industrial revolution is changing the way we live, work and relate to one another (WEF, 2024). Businesses add value in increasingly complex ways, which means having a clear, well-communicated and understood purpose is fundamental to ensuring success.

 

Simon Sinek (2009) outlined the importance of ‘WHY’. Since then many businesses have gone bust because they lost their focus on ‘why’, one great example being Blockbuster.

 

Blockbuster grew from a single store to a chain of over 9,000 locations in over two decades, but its fate was sealed when it failed to acquire Netflix. At the time Netflix was a successful start-up, not yet five years old. With the same purpose, both solutions provided access for people to watch movies or programmes, without having to buy them. Yet, the focus on how (customers visit the stores) was overtaken by the much more convenient download/stream solution. This led to the demise of Blockbuster. Allowing leaders to learn from the mistakes of the past.

 

The leaders of Blockbuster failed to protect the purpose of the company. Just as Blockbuster failed to make decisions aligned with its purpose – no more so than when it decided not to acquire Netflix. Subsequently, it took the company another six years to launch an online offering – by which time it was too late to turn around the failing business. Which leads to the second element.

 

2. How leaders make effective decisions – fast!

All leadership teams need to be able to make effective decisions. They don’t always need to make the right decisions, but they do need to be effective. On average humans make 35,000 decisions a day (Kahnman, 2011), the majority of which are unconscious. Over the last three years, the volume of daily decisions has increased tenfold with 85% of business leaders experiencing decision stress in 2023 (HBR, 2023).

 

This is not surprising when you consider the pace of change. Statista recently published their findings about how fast different online services were being adopted – the rate of pace change has been phenomenal.

 

Statista - threads shoots past one million user mark at lightning speed

 

Today, leaders can’t afford to ‘wait and see’.

 

Leadership teams need to make effective decisions quicker than ever before. Blockbuster was so worried about losing its current market and focused on adding value (e.g. introducing food offers to the stores) that it failed to pivot and embrace the changing landscape. In reality, the decision-making in the Blockbuster C-suite wasn’t aligned with its purpose, wasn’t timely and ultimately contributed to its offering becoming obsolete.

 

A systematic approach

Leaders who use a systematic approach to decision-making have been shown to make more effective decisions. Whilst decision making is a balance of intuition and evidence leader’s must define the decision being made.

 

Gathering relevant information, identifying alternatives, weighing the evidence, choosing the best option, taking action, and reviewing the outcomes is the process. Coaching, decision workshops and supported decision-making to help leaders make effective decisions fast can be crucial.

 

Strategies such as rational analysis, intuitive decision-making, SWOT analysis, cost-benefit analysis, decision matrices, seeking feedback, scenario planning, and avoiding biases like overconfidence and groupthink are vital. Selecting a suitable tool, which suits your situation (e.g. decision trees, software, mind maps, etc.) can also aid the process.

 

The key is to balance structured methodology and psychological fundamentals to empower leadership teams to make informed and effective choices on behalf of their organisation. So what else is important?

 

3. Beware of Fear of Missing Out (FOMO)

Fear of Missing Out (FOMO) is a psychological phenomenon. It is the feeling of anxiety when something is happening elsewhere. FOMO has increased significantly in recent years due to the rise of social media.

 

Years ago it was more difficult to see or know about what was going on elsewhere. However, today FOMO occurs when individuals feel anxious and insecure about missing out on rewarding experiences others might be having.

 

Currently, everyone is talking about AI. Many people, including business leaders, are talking about AI. So the risk of FOMO is significant. This compulsion to stay connected, on topic and be part of the pack often leads to compulsive shifts in our attention. Yet there is a negative side.

 

The constant comparison to others can impact individual confidence, reduce self-esteem and impact mental wellbeing. Questioning oneself, being unsure what to do next and feelings of isolation can all manifest as a result of FOMO. The important thing for leaders is to be aware of this, to learn how to manage it, and to focus on trusting their abilities, which leads to the next piece of knowledge.

 

4. Focus Management in Leadrship – avoid tunnel vision

The prolific rise of AI in our media, events, and businesses is at risk of causing many leaders to have tunnel vision. In reality, AI is just one slice of a very large technological pie that leaders can choose from. The best bit is you don’t need to just have one part of the pie! The key is picking the elements which drive value in your business or team.

 

The ability to manage focus is fundamental for any successful leader. The human brain processes 40 pieces of information per second consciously, whereas unconsciously it is thought brains process up to 11 million pieces of information per second. Being aware of the psychology behind human thought is fundamental in helping leaders empower teams to deliver effectively.

 

The psychology behind attention focus involves selectively concentrating on specific information while ignoring other stimuli.

 

Selective attention, allows us to focus on one task while excluding distractions, and divided attention allows us to manage multiple tasks. Sustained attention is the ability to maintain focus over time, whilst executive control involves higher-order processes like planning and decision-making. Having a basic understanding of the psychology of attention focus is critical for all successful leaders striving to ensure their teams are successful.

 

5. Everything is Connected

A clear and well-communicated purpose

The purpose of your organisation is its guiding light, especially amid technological disruption. A clear and well-communicated purpose ensures everyone is aligned towards common goals. Take the cautionary tale of Blockbuster, whose failure to adapt to changing consumer preferences led to its downfall.

 

Leadership teams must constantly reaffirm their organisation’s ‘why’ to stay relevant in today’s dynamic environment.

 

Systematic approaches

With the speed of change accelerating, leaders can’t afford to procrastinate. Effective decision-making is crucial, even amidst uncertainty. Utilise systematic approaches like SWOT analysis and decision matrices to weigh options swiftly.

 

Embrace a blend of intuition and evidence to make informed choices, and don’t shy away from seeking feedback. Remember, timely decisions, even if not always perfect, are key to staying ahead.

 

Guard against FOMO

In the age of social media and constant connectivity, FOMO is a real threat to effective leadership. The hype around AI, for instance, can lead to impulsive decisions driven by fear rather than rationality. Leaders must guard against FOMO by trusting their instincts and focusing on what truly matters for their organisation.

 

Confidence in your abilities and a clear vision will shield you from the distractions of comparison.

 

Manage focus

While AI might be dominating the headlines, leaders must not lose sight of the broader technological landscape. Managing focus is paramount in a world inundated with information. Understand the psychology of attention and empower your team to filter out distractions. Recognise the importance of selective attention, divided attention, and sustained focus in driving success. By mastering focus management, leaders can steer their organisations towards sustainable growth amidst technological upheaval.

 

Conclusion

In conclusion, embracing technological advancements is essential for modern leaders. By defining purpose, making timely decisions, managing FOMO, and mastering focus, leadership teams can navigate the complexities of the digital age with confidence and clarity. Stay agile and focused, leading your organisation towards a brighter future.

 

Think Performance. Think Excellence. Think Impact.

Check our Insights page for more valuable information.

 

More about Artifical Intelligence

There’s more about Artifical Intelligence in this Think Organisation Post: Why Workplace Culture is More Important than AI

Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/why-workplace-culture-is-more-important-than-ai/
Artificial Intelligence

Human Behaviour and Artificial Intelligence: Why Their Connection Really Matters

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Artificial Intelligence (AI) is everywhere.

 

First invented in 1950s, it is only recently that Artificial intelligence has become so prolific across society as a whole. Ten years ago AI was still a dream for the majority of us. (Deutsch, 2012).

 

What is Artificial Intelligence?

Let’s look at some dictionary definitions.

 

Intelligence is the ability to acquire and apply knowledge and skills. It is the ability to reason or make judgements. The word artificial refers to something which is produced by humans, meaning it does not occur naturally. It is machines which are capable of artificial intelligence. Machines are an apparatus which use mechanical power, and consist of several parts, which function together to perform a task.

 

Artificial intelligence is a machine which has the ability to learn, understand and make judgements or have opinions based on reason. The machine is capable of building something new, as opposed to just reprocessing information which has been entered.

 

Artificially intelligent machines were first invented in the 1950s (Harvard, 2017). These machines were significantly slower (and larger!) as well as being less powerful compared to today’s computers. At the time, AI pioneers like Alan Turing and Marvin Minsky laid the groundwork for the AI we enjoy today. At the time, AI machines could perform relatively simple tasks such as logical reasoning, solving mathematical problems, and playing simple games like tic-tac-toe.

 

At this point, the main focus was on developing algorithms and exploring the theoretical foundations of artificial intelligence rather than more practical applications.

 

For example, it wasn’t until forty years later, in 1997 that AI really cracked playing chess. IBM’s Deep Blue machine made headlines by defeating world champion Garry Kasparov in a six-game chess match. This marked a significant milestone in AI’s ability.

 

What has Artificial Intelligence got to do with Psychology?

Understanding human intelligence has alluded humans for years. Psych (meaning soul) ology (meaning study of) is a multi-faceted discipline covering many areas of science. Today, humans (including Psychologists) still debate what intelligence is and how to measure it.

 

Psychologists have proposed various definitions and theories of intelligence over the years, reflecting different perspectives on what intelligence encompasses. Some psychologists view intelligence as a single, general cognitive ability (GCA), while others argue for a broader, more multifaceted understanding.

 

Theories of Intelligence

Leading experts have proposed various theories of intelligence, each offering distinct perspectives on the nature and measurement of cognitive abilities:

     

      • Psychometric approach

      • Multiple intelligences theory

      • Triarchic theory of intelligence

      • Theory of multiple factors

     

    These theories all represent different perspectives on intelligence, highlighting the complexity of the concept and the diverse ways in which it can be conceptualised and measured.

     

    The human brain is an intricate organ

    It serves as the control centre for the body’s functions and behaviours. It consists of billions of nerve cells called neurons, which communicate with each other through electrical and chemical signals. The brain is divided into different regions, each responsible for specific functions such as movement, sensation, language, memory, and emotions.

     

    Sensory processing centre

    Information processing in the brain occurs through complex neural networks. When we perceive sensory information from the environment, such as seeing, hearing, or feeling, neurons in the sensory areas of the brain process this information and transmit it to other regions for further interpretation and action.

     

    Memory formation involves the encoding, storage, and retrieval of information. Different types of memory, including short-term memory and long-term memory, are supported by various brain structures and neural pathways. Emotions are regulated by regions such as the amygdala and prefrontal cortex, which play crucial roles in processing and responding to emotional stimuli.

     

    Consciousness, awareness, and higher cognitive functions like decision-making, problem-solving, and creativity involve interactions between different brain regions, particularly the cerebral cortex—the outer layer of the brain responsible for higher-level processing.

     

    Overall, the human brain functions through the coordinated activity of neurons and neural circuits, enabling us to perceive, think, feel, and act in response to our environment and internal states.

     

    We must consider this when discussing artificial intelligence, can a machine do all of this? And how can it do all of this?

     

    Why does this matter?

    The human brain has over 86 billion neurons, which we couldn’t see until the 1970s when magnetic resonance imaging (MRI) was first developed. So how do we know what AI is doing? How can we see inside the minds of the machines?

     

    Today AI has learned to do a wide range of tasks across various domains, including:

       

      1. Playing Games: AI can play complex games like chess, Go, and video games at a level surpassing human experts.
      2. Natural Language Processing (NLP): AI can understand, generate, and translate human languages, enabling applications like chatbots, language translation services, and sentiment analysis.
      3. Image Recognition: AI can accurately identify objects, people, and scenes in images, powering applications like facial recognition, image search, and autonomous vehicles.
      4. Medical Diagnosis: AI algorithms can analyse medical data to assist in diagnosing diseases, detecting abnormalities in medical images, and predicting patient outcomes.
      5. Autonomous Vehicles: AI enables self-driving cars to perceive their environment, make decisions, and navigate safely on roads.
      6. Recommendation Systems: AI algorithms can analyse user preferences and behaviour to recommend products, movies, music, and other personalised content.
      7. Financial Trading: AI is used in algorithmic trading to analyse market data, identify patterns, and execute trades at high speeds.
      8. Drug Discovery: AI accelerates the process of drug discovery by predicting molecular interactions, designing new compounds, and identifying potential drug candidates.
      9. Robotics: AI enables robots to perform tasks such as assembly, navigation, and object manipulation in diverse environments.
      10. Personal Assistants: AI-powered virtual assistants like Siri, Alexa, and Google Assistant can understand spoken commands, answer questions, and perform tasks like setting reminders and sending messages.

       

      These are just a few examples and are not exhaustive due to the speed at which AI is developing.

       

      Why should I care?

      For the majority of the population, it probably wasn’t until the end of 2022, when ChatGPT was launched, that we began to think and consider AI. This morning, a morning greeting from ChatGPT is shown below asking what it can help with.

      You should care, because these questions are based on my search history. And the speed of change is ground-breaking.

       

      It took the telephone just over 75 years to reach 100 million users. The mobile phone took 16 years, with the world wide web halving this, reaching 100 million users in 7 years. ChatGPT took 2 months. Surpassing previous record breakers, TikTok which took 9 months and Uber which took 70 months. The speed at which AI is advancing is faster than anything humans have ever seen before.

       

      So what next?

      All humans need to understand AI.

       

      Psychologists bring invaluable expertise to the field of AI, contributing insights crucial for the development of responsible and user-centric technologies. With their deep understanding of human behaviour, cognition, and emotions, psychologists play a pivotal role in shaping AI systems to align with human preferences, needs, and ethical considerations.

       

      The ability to ensure big data used in AI is robust, reliable and valid is fundamental to the integrity of the algorithms. Psychologists have long focused on the need for machine innovation, whilst ensuring they are ethically sound, especially in terms of addressing concerns related to privacy, bias, fairness, and transparency.

       

      As AI becomes increasingly integrated into daily life, psychologists contribute valuable insights into human-machine interaction, much like ergonomics and health and safety in the past.

       

      Understanding the human factor in AI and machine integration is fundamental to the success of organisations, and society as a whole, just as it was in transforming how humans interacted with airplanes (Harris, 2014).

       

      If you would like to discuss how the Think Organisation can ensure your organisation and its people can harness the power of AI please contact us.

       

      Think Performance. Think Excellence. Think Impact.

      Check our Insights page for more valuable information.

      More about Artificial Intelligence

      There’s more about Artificial Intelligence in this Think Organisation Post: Leadership In An Artificially Intelligent World

      Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/leadership-in-an-artificially-intelligent-world/
      Mental Health

      Critical insight for people who don’t have mental health issues.

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      2024 Mental Health Awareness week is approaching, and undoubtedly, numerous companies will soon be sharing positive messages about mental health and well-being.

       

      Many will follow the same well-trodden commercial marketing plans laid out by charities, all in an effort to be ‘part of the group’.

       

      Raising awareness is crucial, but it must lead to tangible behaviour change to truly make a difference.

       

      Recently, the team at Think Organisation worked with a CEO who made a troubling statement: “I don’t have mental health issues. And, I know I shouldn’t say this, but I’m fed up with people using it as an excuse to be lazy at work.” With their permission, we felt it was important to delve into this statement.

       

      Mental health encompasses a person’s psychological (including emotional) well-being, existing along a complex continuum. It enables individuals to cope with life’s stresses. Various biological and psychological factors can make people more or less vulnerable to mental health problems. Moreover, exposure to unfavourable social, economic, and environmental circumstances increases the risk of developing mental health problems (WHO, 2022).

       

      Let’s unpack the CEO’s statement.

       

      “I don’t have mental health issues.”

       

      There are two issues with this statement.

       

      I don’t have mental health

      In reality, if you have a brain you have mental health. Just like if you have a body you have physical health. If the CEO was able to think, feel, and react in ways conducive to leading a positive life then he could reword this statement to something like ‘I currently have good mental health‘.

       

      I don’t have mental health issues

      The word ‘issues’ immediately implies a problem that people are discussing or thinking about, suggesting the need for action. For example, ‘don’t make an issue about it’.

       

      In reality, 1 in 4 people experience mental health problems, which can develop into mental illness if left untreated.

       

      Sadly, many organisations fail to take mental health seriously until it results in a breakdown. At this stage, individuals experience intense mental distress or illness, often with psychological and physical symptoms, alongside changes in behaviour and emotions.

       

      Which leads us on the next sentence.

       

      “And I know I shouldn’t say this but . . .”

      Using this statement as a preamble infers what is going to be said next is negative. It is like providing a blanket around something which isn’t going to be very nice. It is also a way for people to give themselves permission to say something which they know is wrong or untrue. However, in this context it is interesting because the chances are it is their own belief that the CEO is having to question.

       

      “I am fed up with people using it as an excuse to be lazy at work.”

      This sentence speaks the truth in many ways, and is something people probably say more often than they care to admit.

       

      Yet, in reality, people need time out. They need time to think. Just as our body needs rest and recuperation after exercise. Our brain needs rest and recuperation from activity.

       

      Through a number of coaching questions and exploration, it became apparent to the CEO that this statement was something of a legacy.

       

      The CEO’s father used to assert that a bad back provided an excuse for laziness at work, a belief that had been passed down.

       

      We delved into how the CEO would relish a day off without questions, to be ‘lazy’ in a positive sense. They desired a day where they didn’t have to work or exert much effort, physically or mentally.

       

      This illustrates the importance of language.

      Negative words can erect barriers, isolate individuals, and deter them from seeking help. Language is the tool through which we unconsciously transmit and exchange information.

       

      During the session with a Think Organisation Psychologist and CBT coach, it was the CEO’s manner of expression that sparked the subsequent discussion — tone, facial expressions, previous situations, and conversations all provided clues that this statement was not as it seemed.

       

      In reality, the CEO used this statement to dismiss their thoughts and feelings, fearing judgment and seeking approval. However, they embarked on a journey of self-realisation and even requested this post be written, hoping it might help others. While they aren’t completely open, that’s okay — because they made the necessary changes.

       

      They prioritised their health and well-being, took time off when needed, and are now more productive than ever. Moreover, in the six months since they began role-modelling this behaviour with their team, burnout levels have decreased and productivity has increased.

       

      Ultimately, mental well-being enables people to handle life’s stresses and realise their potential.

       

      Charities such as Mind focus on supporting individuals so they don’t have to face mental illness alone. So this mental health awareness week take some time to ask these three questions across your organisation.

       

      1. How can organisations foster a culture that promotes open dialogue and support for mental health at all levels?
      2. What strategies can leaders employ to encourage employees to take breaks without fear of stigma or judgment?
      3. How can individuals recognise and challenge negative self-talk or inherited beliefs that may impede their well-being, and what resources are available to aid in this process?

       

      To foster a culture which supports mental health

      Organisations can cultivate a culture of open dialogue and support for mental health by implementing comprehensive mental health policies and initiatives.

       

      This involves providing resources such as mental health training for all managers, focused on reducing the stigma surrounding mental health.

       

      Leaders and managers need to reduce the stigma

      Leaders can encourage employees to take breaks without fear of stigma or judgement by leading by example and prioritising their own mental well-being. This involves promoting a culture where taking breaks is accepted and actively encouraged.

       

      Managers can communicate the importance of self-care and set clear expectations regarding workload and deadlines. Employees need to feel empowered to manage their workload effectively.

       

      Providing mental health support for individuals

      Providing support for individuals, such as coaching, to help them recognise and challenge negative self-talk or inherited beliefs that may impede their well-being can be really helpful.

       

      As we all have our own mental and physical health and only we know what we need – if we are prepared to listen.

       

      Paying attention to internal dialogue and identifying patterns of negative thinking or self-criticism can help create new habits. However, support must be given by qualified and experienced mental health professionals.

       

      And access to health resources

      Being able to access resources, such as online forums, self-help books, or support groups can offer peer support and validation, helping individuals to feel less isolated in their struggles with mental health.

       

      Below are some links for further support.

      Mental Health Foundation here.

      Mind here.

      Mental Health Matters here.

      NHS Mental Health Support here.

      NHS Physical Health Support here. Because mental health is only one side of the coin.

       

      Think Performance. Think Excellence. Think Impact.

      Check our Insights page for more valuable information.

      More about Workplace Psychology

      There’s more about Workplace Psychology in this Think Organisation Post: Building Artificial Human Relationships In The Workplace

       

      Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/building-artificial-human-relationships-in-the-workplace/
      Culture

      What Every Leader Needs to Know About Culture Consultants

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      Organisational culture is the way things are done in an organisation. Organisational Psychologists are taught how to assess and shape organisational cultures. There is extensive scientific research outlining ways to define, measure or manage culture. Today, it is generally agreed that organisational culture is the deep rooted set of values, beliefs, attitudes and behaviours that define the ‘was we do things’ at this organisation.

      Within an organisation there are explicit, and implicit, codes on how employees should interact with each other, clients and stakeholders. How an organisation makes decisions is driven by its culture. Any interventions implemented need to be embedded within the organisation to create sustainable change. Researchers, often separate organisational climate from organisational culture. Climate being the current, or short-term, mood of the organisation. Climate can fluctuate widely – often due to external influences and can be positive or negative.

      The Rise of Cultural Consultants

      Twenty years ago people used to laugh at our Co-Founder, Sarah Clarke, when she said she could measure and change organisational culture. Sarah started as an Assistant Manager in a well known outdoor retail store which has been poor-performing with high staff turnover. It was here that Sarah successfully changed her first organisational culture. She learnt how to apply the practical elements of her Psychology degree to assess the current explicit and implicit assumptions which were driving the current culture.

      By working with the team, and the managers, it was a matter of months before the store was high-performing. Under her stewardship staff were engaged, the customers spent more money, and employee sickness decreased significantly. The first employee survey highlighted how everyone felt much better off, with higher general well-being due to the changes made based on the science of human behaviour.

      A few years earlier, Steph Durbin was delivering transformations in food retail stores which she led as a manager. The ability to set high standards, whilst ‘walking the walk’, and getting involved in role modelling expectations ensured that Steph successfully transformed cultures across her whole suite of stores. At the time Steph followed her instinct, and didn’t call herself a Culture Consultant. She was a manager, and the culture she created highlighted the importance of an aligned way of working. In fact, culture wasn’t something you needed to always be there to manage – it existed on its own.

      Fast forward twenty years, over 30 industries, plus a collection of internationally recognised qualifications in Occupational Psychology and Executive Coaching. Steph and Sarah find themselves networking with a whole new breed of ‘Culture Consultants’. Whether it is the HR expert who has renamed their title to culture expert, or the health and well-being expert who calls themselves ‘Culture Consultants’ to help market their wellbeing offer.

      This got the team at Think Organisation thinking . . .

      What is an Organisational Culture Consultant?

      A consultant is someone who provides expert advice professionally. They provide expert advice, guidance, and solutions to individuals or organisations in a particular field or industry. Consultants typically have specialised knowledge, skills, and experience in areas such as management, finance, technology, marketing, human resources, or other specific domains. Usually, consultants are hired temporarily, to help solve problems, improve processes, implement changes, or provide strategic direction. Consultants often work independently or as part of consulting firms, and they frequently serve a variety of clients across different sectors.

      An Organisational Culture Consultant is a specialist who helps organisations assess, understand, develop, and manage their workplace culture. They work closely with leaders, managers, and employees to identify the current culture, define the desired culture, and implement strategies to align the organisation’s values, beliefs, behaviours, and practices.

      These consultants typically conduct assessments, surveys, interviews, and observations to gain insights into the existing culture. Based on their findings, Organisational Culture Consultants collaborate with stakeholders. They develop interventions, initiatives, and programmes aimed at shaping and improving the culture to support the organisation’s goals, mission, and vision ensuring it is sustained even when they finish their work.

      Organisational Culture Consultants often provide training, coaching, and support to leaders and teams. They work with individuals, teams and organisations to foster cultures of inclusivity, collaboration, innovation, and high performance. They play a crucial role in helping organisations adapt to change, enhance employee engagement, and create a positive work environment.

      What should organisations look for in a Culture Consultant?

      Organisations need to look for experience in changing cultures, backed up by measurements and numbers including impact on productivity, performance and profit.

      Below is a checklist of questions to help organisations ensure they recruit a qualified and experienced Organisational Culture Consultant, who has a proven track record of delivering measurable ROI.

      1. Can you please describe your experience of assessing and shaping organisational culture?
      2. How do you typically approach understanding an organisation’s current culture?
      3. What strategies and cultural models do you prefer to use for your assessments?
      4. Can you provide examples of successful culture transformation projects you’ve led?
      5. How do you ensure cultural interventions are sustainable and embedded within an organisation?
      6. What methods do you employ to engage leaders, managers, and employees in the culture change process?
      7. How do you measure the effectiveness of cultural initiatives and interventions?
      8. Can you share your approach to addressing cultural challenges within diverse or multinational organisations?
      9. How do you stay updated on industry trends and best practices related to organisational culture?
      10. What do you believe sets you apart as a Culture Consultant and makes you well-suited to work with our organisation?

      What are high quality answers?

      Prospective consultants should be able to articulate their experience in assessing and shaping organisational culture. This involves being able to explain their methodology, the types of organisations they’ve worked with, and the outcomes they’ve achieved. They should be able to provide insights into their approach, such as conducting assessments, surveys, interviews, and observations to gain a comprehensive understanding of the current culture. They should be able to outline some of the theory behind implementing strategies to effect positive change.

      Organisations need assurance that any cultural interventions implemented by the consultant will be sustainable and deeply embedded within the organisation. Consultants should demonstrate their ability to create lasting change by fostering buy-in at all levels of the organisation, developing internal change champions, and integrating cultural initiatives into existing processes and systems. They should be able to share examples of how they’ve ensured sustainability in previous projects and how they plan to do so in the future.

      Organisations must see tangible evidence of a consultant’s ability to lead successful culture transformation projects. Consultants should be prepared to provide specific examples of past projects where they’ve effectively assessed, reshaped, and improved organisational culture. A Culture Consultant should highlight their key achievements, such as increased employee engagement, improved performance metrics, and positive impacts on overall organisational health. These examples serve as concrete proof of the consultant’s expertise and effectiveness in driving cultural change.

      In addition, consultants should be able to provide references for organisations who they have worked with before.

      If you would like to hear our responses to the questions above please contact us.

      Think Performance. Think Excellence. Think Impact.

      Check our Insights page for more valuable information.

      Thinking in organisations

      THINK: How Can You Help People and Organisations Think?

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      Words convey how we think by serving as vessels for our thoughts, ideas, and perceptions, reflecting our cognitive processes and the depth of our understanding.

       

      Words create reality.

      The co-founders of Think Organisation took many months to agree what the Think Organisation should be called because of the power of words. Words possess immense power, shaping beliefs, emotions, and actions. They inspire, console, educate, and influence. With words, we connect, heal, and build. They reflect culture, shape identities, and preserve legacies.

       

      Words empower, transform, and define the human experience, resonating deeply within hearts and minds.

       

      Why is the word ‘think’ so important to organisations?

      The word ‘think’ is vital to organisations as it prompts critical analysis, innovation, and strategic decision-making. It fosters a culture of creativity, problem-solving, and continuous improvement. Through thoughtful consideration, teams devise effective solutions, anticipate challenges, and adapt to dynamic environments, driving success and sustainability. Everyone in an organisation needs to think.

       

      Successful organisations provide structure, employment, and invaluable societal contributions. They offer goods, services, and innovation, shaping communities and driving economies. Through collaboration and purpose, organisations fulfill needs, foster growth, and drive progress, enhancing quality of life for individuals and society. Every organisation needs people to exist.

       

      Everyone has a brain.

      People’s brains power organisations, driving innovation, collaboration, and productivity. Individuals bring diverse skills, perspectives, and creativity, while collective intelligence shapes strategies and solutions.

       

      Successful organisations harness human potential, fostering growth and adaptability to thrive in dynamic environments, creating value and benefiting society as a whole. Because every person has a brain, which processes information, everyone needs to think.

       

      Everyone needs to think.

      This act of processing information is called thinking. If someone has a particular belief, opinion or idea about someone or something this is a thought.

       

      Thinking is the cognitive process of analyzing, evaluating, and synthesizing information to make decisions, solve problems, and generate ideas. It is the foundation of innovation, problem-solving, and strategic planning. The power of thinking lies in its ability to drive creativity, adaptability, and progress, shaping individual and organizational success.

       

      Every organisation has people.

      This is the only truth about any organisation. In fact, no organisation can exist without at least one person. Even the word organisation is important – it means a group of people with a particular purpose. This could be business, a charity or a government. The key is that people work together in an organised way towards a shared purpose. A school is an organisation. A social enterprise is an organisation.

       

      Many businesses function but don’t have a truly shared purpose. How can you be successful if you don’t know the purpose of your organisation? Profit is not purpose. It is an output. People and planet will not survive if profit is the purpose, neither will the organisation.

       

      Organisations need sustainable thought.

      Organisations need a clear purpose to flourish sustainably. A shared purpose aligns teams, energises efforts, and fosters resilience amid challenges. It guides decision-making, inspires innovation, and attracts talent and stakeholders who resonate with the mission.

       

      Purpose-driven organisations cultivate loyalty, trust, and societal impact, essential for long-term success and survival.

       

      Think Organisation

      These two words bring together the essence of helping people. Helping people to understand themselves, and others.

       

      By doing this Think Organisation empowers organisations to prosper and thrive. Everyone can be more effective using the power of psychology. Harnessing the science behind behaviours, emotions, and motivations allows companies to create environments and cultures where every individual prospers and grows – enabling the collective to benefit.

       

      Organisations need to think. Humans need organisation.

       

      Envision a thriving work environment where individuals collaborate, support one another, and freely express themselves. Here, using their intellect to innovate and tackle organisational challenges is encouraged. It’s more than following orders or completing tasks; it’s about critical thinking and problem-solving, not mere automation.

       

      Take Time to Think

      Firstly you need time. Being able to take time to think has been proven to improve effectiveness of individuals, as well as teams and organisations1. Nancy Kline discussed how to create Time to Think in her book which we highly recommend. As a summary, Think Organisation recommend organisations to focus on:

       

      1. Setting Clear Goals & Priorities
      2. Breaking down complex problems
      3. Gathering information & opinions
      4. Considering multiple perspectives
      5. Reflecting & Learning (continuously!)

       

      Communication is key

      Secondly you need other humans. Being able to share ideas, talk through issues and solutions is fundamental to a thinking organisation. To do this everyone needs to be able to communicate their thoughts effectively. As a summary, Think Organisation recommend organisations to focus on:

       

      1. What is being communicated:
        • the content, message, or information being conveyed, including key points, details, and objectives.
      2. When it is being communicated:
        • the timing or schedule for sharing the information, considering factors such as relevance, urgency, and audience availability.
      3. Why it needs to be communicated:
        • the purpose or rationale behind sharing the information, whether it’s to inform, persuade, motivate, or address specific needs or challenges.
      4. Who needs to do the communication:
        • the appropriate individuals or stakeholders responsible for delivering the message, considering factors such as authority, expertise, and relationship with the audience.
      5. How is best to communicate it:
        • the most effective methods, channels, or platforms for conveying the message, taking into account factors such as audience preferences, accessibility, and the nature of the content.

       

      The THINK Model

      To do all of this, we always recommend the T.H.I.N.K. model, which has been revised many times by many practitioners over the years.

       

      1. Is it true? Ensure information is based on fact, evidence or personal opinion (not hearsay)
      2. Is it helpful? Ensure sharing the information benefits others (not just yourself)
      3. Is it inspirational? Ensure the information will help things to move forward, ideally positively.
      4. Is it necessary? Ensure it will help things, that by sharing information things could change.
      5. Is it kind? Vital to ensure information share is sensitive, appropriate and done in a safe manner.

       

      Conclusion

      By leveraging the T.H.I.N.K model as a way of communicating, individuals can support others and help foster a culture where people can think and communicate effectively.

       

      The Think Organisation empowers organisations to foster a culture of creativity, collaboration, and critical thinking, supporting leadership teams and boards to drive forward-looking strategies and solutions.

       

      To learn more about how this T.H.I.N.K can benefit your organisation reach out to us at Think Organisation.

       

      Think Performance. Think Excellence. Think Impact.

       

      1. Kline (1999) – Time to Think ↩︎

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      Engagement at Work

      How do you unlock employee engagement in the workplace?

      /in , , /by

      Do you enjoy your time at work?

      We all spend a third of our lifetime asleep and a third of our lifetime at work (OWID, 2024), so it would be perfect if we could all enjoy our time at work. Organisations benefit with higher innovation and productivity when employees are highly engaged (Gallup, 2020). Employee engagement is defined as the level of enthusiasm and dedication an employee feels towards their job. It is about feelings, thoughts and behaviour. Understanding whether you enjoy your work is the first foundation in employee engagement.

      To enjoy something is to take pleasure in a state, process, activity or action.

      Decades of research and experience has led to Think Organisation understanding how a culture is created to drive engagement in the workplace. People need autonomy, mastery, purpose and affiliation to be engaged at work, or even content in life. This is based on the theory of Daniel Pink (2009), McClelland (1961) and Maslow (1954).  

      Being contented is feeling of happiness or satisfaction. 

      So think about how much you enjoy being at work? If you had to answer on a scale of 0-10, where would you score? What leads you to this level? How would you increase this level? The chances are it would relate to one of the four categories below.

       

      Autonomy

      Autonomy refers to the ability and freedom for individuals or entities to govern themselves, make their own decisions, and act independently without external control or interference. It implies having the authority and capacity to determine one’s own course of action. In the workplace, this means being able to decide how you fulfil your role. You know what needs to be achieved, but it is down to you to achieve it. The opposite to this is often called micro-management. 

       

      To measure your autonomy at work think about how you would respond to the following questions:

       

      1. How much control do you feel you have over your daily tasks and decisions at work? 
      2. Are you able to work independently and make decisions without constant supervision? 
      3. Do you have the flexibility to choose how you approach your work and manage your time? 
      4. Are you encouraged to take initiative and innovate in your role? 
      5. How much input do you have in determining your goals and objectives? 

       

      It always helps to answer questions such as this using a 0-10 scale, as this gives more perspective. It also then allows you to think about, if I am at 6 then what would getting to an 8 look like?

       

      Mastery

      Mastery is the state or quality of possessing comprehensive knowledge, skill, or expertise in a particular subject, activity, or craft. It involves reaching a high level of proficiency and understanding through continuous practice, learning, and refinement of one’s abilities.

       

      In the workplace, this means being able to do things with you enjoy and give you energy, usually based on your strengths. Mastery comes out of having a psychologically safe culture. 

      To measure your mastery at work think about how you would respond to the following questions:

       

      1. How confident do you feel in your skills and abilities related to your job? 
      2. Do you feel challenged and engaged by the tasks you perform at work? 
      3. Are you provided with opportunities for learning and skill development? 
      4. Do you receive constructive feedback and support to improve your performance? 
      5. Are you able to apply your knowledge and expertise in meaningful ways within your role? 

       

      Purpose

      Purpose is the reason for which something is done or created, or for which something exists. It involves having a clear sense of direction, meaning, or significance in one’s actions, goals, or endeavours. Purpose often provides motivation, fulfilment, and a sense of belonging or contribution to something greater than oneself. In the workplace, this means more than making a profit, which is an output of business. 

       

      To measure your purpose at work think about how you would respond to the following questions:

       

      1. Do you feel that your work aligns with your personal values and goals? 
      2. What motivates you to perform well in your job? 
      3. Do you understand how your role contributes to the overall objectives and mission of the organisation? 
      4. Do you feel a sense of fulfilment and satisfaction from the work you do? 
      5. Are you able to see the impact of your contributions on others or society as a whole? 

       

      Affiliation

      Affiliation refers to the act of associating or connecting oneself with a particular group, organisation, community, or cause. It involves forming bonds, relationships, or alliances with others who share common interests, values, or objectives. Affiliation can provide a sense of belonging, identity, support, and mutual cooperation. In the workplace, this is about having a team you can trust, a group of people who work with you and support you to achieve autonomy whilst ensuring you are not isolated. 

       

      To measure your affiliation at work think about how you would respond to the following questions:

       

      1. How would you describe the sense of community and camaraderie among your colleagues? 
      2. Do you feel connected to your coworkers and the larger team or organisation? 
      3. Are there opportunities for collaboration and teamwork in your workplace? 
      4. Do you participate in social activities or events with your colleagues? 
      5. Do you feel supported and valued by your peers and supervisors? 

       

      In reality, there are no right or wrong responses to these questions, as it is all based on perception and personal preferences. The value of the questions is to get you thinking, and they can apply to work as well as other facets of your life. All of us need to earn money to feed, clothe and house ourselves and our dependents, which is why we spend a third of our life working. However, what if we could improve our level of enjoyment and contentment at work?

       

      Research over the years has shown that improving autonomy, mastery, purpose, and affiliation in the workplace can significantly enhance employee engagement, satisfaction, and overall organisational performance. 

       

      10 actions your organisation could do to grow employee engagement

       

      1. Encourage a Culture of Trust and Empowerment

      Foster an environment where employees feel trusted to make decisions and take ownership of their work. Provide opportunities for autonomy by allowing employees to have control over their tasks, schedules, and projects. Understand levels of trust in teams and take steps to improve this if required.

       

      2. Promote Continuous Learning and Development

      Offer training programmes, workshops, and resources to support employees in developing their skills and expertise. Encourage a growth mindset and provide opportunities for employees to learn new things and expand their knowledge. Be mindful that some people will have a strong appetite for learning whilst others may need some encouragement. Understanding people’s learning styles can help with this.

       

      3. Clarify Organisational Mission and Values

      Ensure that employees understand the purpose and values of the organisation. Communicate the company’s mission and goals clearly and regularly, and help employees see how their work contributes to the larger purpose. Involving employees in the evolution of missions and values helps encourage buy-in but is not essential. The quality of the mission and values is how they help guide decisions and ways of working in the real world.

       

      4. Provide Meaningful Work for Engagement

      Design jobs and tasks that are challenging, engaging, and meaningful to employees. Align individual roles with employees’ skills, interests, and career aspirations to increase their sense of purpose and fulfilment. With the introduction of machine learning and artificial intelligence, there are new ways of working emerging daily. Utilising technology to enhance meaningful work is crucial for organisations to remain at the forefront of innovation.

       

      5. Offer Opportunities for Collaboration

      Create opportunities for teamwork, collaboration, and peer support. Encourage cross-functional projects, team-building activities, and social events to foster a sense of affiliation and belonging among employees. Any team which works in silo will be less innovative, less productive and ultimately less profitable. Ensuring effective communication between teams is crucial for employees to be engaged, and organisations to be successful.

       

      6. Recognise and Reward Achievement for Engagement

      Acknowledge and celebrate employees’ achievements, milestones, and contributions. Provide regular feedback and recognition to reinforce positive behaviours and accomplishments, which can increase motivation and mastery. This must be done in an inclusive format to suit the needs and preferences of the individual as well as the collective.

       

      7. Promote Work-Life Balance for Engagement

      Support employees in achieving a healthy work-life balance by offering flexible work arrangements, such as remote work options or flexible hours. Encourage employees to take breaks, vacations, and time off to recharge and prevent burnout. These can be agreed upon through ground rules or ways of working which suit the nature of the business and industry.

       

      8. Foster Open Communication for Engagement

      Create channels for transparent and open communication within the organisation. Encourage feedback, suggestions, and ideas from employees at all levels, and ensure that their voices are heard and valued. It is vital to understand automatic facial expressions and body language as part of this, as just requesting it is not enough. Leaders need to be open to embracing the information when it is offered. Frequently, this requires training and practice.

       

      9. Invest in Employee Well-being to enhance Engagement

      Prioritise employee well-being by offering wellness programmes, mental health resources, and support services. Show genuine care and concern for employees’ physical, mental, and emotional health, which can enhance their sense of affiliation and belonging. Often organisations focus on high-level activities (e.g. yoga at lunch), yet there is a much higher return from having a culture which truly supports wellness. Employees who are not psychologically safe will not be engaged, or high-performing over the long term, and yoga at lunch will not solve this problem alone.

       

      10. Lead by Example to grow Engagement

      Demonstrate leadership behaviours that embody autonomy, mastery, purpose, and affiliation. Set a positive example for employees by showing trust, providing support, communicating purpose, and fostering a sense of community within the organisation. Humans learn from others’ behaviours so role modelling is crucial to ensure high employee engagement is unlocked in your organisation.

       

      By implementing these strategies, organisations can create a workplace culture that promotes autonomy, mastery, purpose, and affiliation, leading to higher employee satisfaction, engagement, and performance. 

       

      Think Performance. Think Excellence. Think Impact.

      If you would like help unlocking employee engagement in your organisation then reach out to Think Organisation.

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      Transformation of Culture

      How To Integrate Psychology Into Training To Deliver Optimal Results

      /in , , /by

      In the UK, companies invest an average of £1,500 per employee annually on training (Employer Skills Survey, 2023).

       

      Despite this significant expenditure, many struggle to quantify the value added by these training initiatives, particularly when employing a one-size-fits-all approach known as the “sheep dip” method.

       

      This term, borrowed from the farming world where sheep are collectively treated with insecticide, describes a standardised training programme often labelled as “Refresher Courses.”

       

      However, amidst economic downturns, training budgets often come under scrutiny, with many considering cost-cutting measures. But is this approach short-sighted?

       

      Think about driving a car.

      Consider the analogy of learning to drive a car, a task that requires mastering technical elements, adjusting behaviours, and finding motivation amidst challenges. Just as each driver has unique needs and experiences, employees also have diverse learning styles and preferences.

       

      The journey of learning to drive involves overcoming obstacles, such as understanding road signs, mastering vehicle controls, and adapting to traffic conditions.

       

      Similarly, employees face challenges in acquiring new skills or behaviours, such as embracing new software or complying with safety protocols.

       

      Training is the process of imparting specific skills or behaviours.

      Training, fundamentally, is the process of imparting specific skills or behaviours, yet statistics reveal concerning gaps in training provision. 36% of UK employees are receiving no training or even a basic induction when starting a new job. A recent case study illustrates this further, where a company slashed its £200k training budget due to a perceived lack of returns and employee buy-in. Employees cited time constraints and perceived lack of benefits as reasons for resistance to training. However, a closer analysis by Think Organisation revealed that the root cause lay in the absence of clearly defined objectives for the training programmes.

       

      In today’s ever-evolving business landscape, investing in employee training is not just about imparting knowledge. It’s also about understanding the intricacies of human psychology to enhance learning outcomes.

       

      Addressing these issues requires a comprehensive understanding of psychology to optimise training effectiveness.

       

      By aligning training objectives with intrinsic motivators, tailoring programmes to diverse learning styles, and measuring success beyond quantitative metrics, organisations can break free from the cycle of ineffective training.

       

      Investing in training that speaks to employees’ motivations not only enhances performance but also fosters a culture of continuous improvement and psychological well-being within the workforce.

       

      1. Defining Training Objectives

      At the heart of every successful training endeavour lies a clear definition of its objectives. However, delving deeper into psychology reveals that these objectives should not only address skill enhancement or compliance but also tap into intrinsic motivators.

       

      For instance, when learning to drive a car, objectives go beyond mere technical proficiency; they encompass a sense of independence, freedom, and safety. By aligning training goals with these intrinsic motivators, organisations can create a more compelling narrative that fosters enthusiasm and commitment towards learning.

       

      2. Tailoring Training to Audience Needs

      Understanding the diverse learning styles and preferences of employees is vital, but psychology sheds light on the underlying mechanisms of effective learning.

       

      For example, concepts like cognitive load theory and spaced repetition can optimise information retention and transfer when learning to drive. Tailoring training to accommodate these psychological principles could involve providing hands-on practice sessions, visual aids, and constructive feedback.

       

      By creating immersive learning experiences that resonate with individuals on a deeper level, organisations can maximise engagement and knowledge retention, ultimately enhancing the effectiveness of training programmes.

       

      3. Measuring Training Success

      In the realm of psychology, measuring the success of training goes beyond mere quantitative metrics; it delves into the qualitative aspects of behavioural change and mindset shifts.

       

      When learning to drive, success metrics could include not only passing a driving test but also exhibiting safe driving habits and confidence on the road. By incorporating techniques such as behavioural observation and self-reporting, organisations can gain valuable insights into the psychological impact of training on employees.

       

      This holistic approach not only provides a more nuanced understanding of training effectiveness but also fosters a culture of continuous improvement and psychological well-being within the workforce.

       

      In summary . . .

      As organisations navigate the complexities of employee development, integrating psychological principles into training initiatives can be a game-changer.

       

      By defining objectives that resonate with intrinsic motivators, tailoring training to leverage cognitive psychology, and measuring success through behavioural insights, companies can unlock the full potential of their workforce.

       

      Ultimately, by understanding the psychology behind effective training, organisations can cultivate a learning culture that not only drives performance but also nurtures the psychological well-being of employees.

       

      Empower your workforce with training that speaks to their intrinsic motivations; invest in programmes that harness the power of psychology to drive impactful learning.

       

      Think Performance. Think Excellence. Think Impact.

      If you would like help ensuring your training delivers return on investment reach out to the Think Organisation.

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      Artificial relationships

      Building artificial human relationships in the workplace. 

      /in , , /by

      Human relationships have changed, exponentially in recent years. Whilst face-to-face communication has traditionally been viewed as the most effective and efficient way to satisfy human needs for social connectedness (Grieve, 2013), technology platforms have increasingly been used to enhance and satisfy the same connectedness needs. But is there a downside?  

       

      Many of us used video software to socialise during the pandemic, connecting with people on a social level. We were using tools previously reserved mostly for workplaces.

       

      But how many people still use video software to connect socially?

       

      In 2021, the global video market was worth $6.28bn, and is expected to rise to c $20bn by 2030, but data suggests this is mainly in the workplace. 86% of companies are now using video conferencing during recruitment. The pandemic delivered a 500% increase in video software usage.

       

      In 2023, 90% of employees say that video conferencing helps efficiency, completing tasks faster and creating cost savings (Trust Radius, 2023). Many people rate video conferencing as effective as face-to-face meetings, but is this really the case?

       

      Human relationships – where two or more people are connected. 

      Relationships create a sense of belongingness, which is one of the fundamental needs of any human being. In 1903, a leading Psychologist, Abraham Maslow was born who designed the highly acclaimed pyramid of needs shown below. This is critical to human evolution as we are not designed to survive alone. Think about the hunters and the gatherers. How many successful businesses do you know which have only one person in them?

      So what does this mean for the future?

      Psychologists have long advocated the importance of human-to-human connections. These connections are formed when people are seen, understood and valued. A lack of these connections can lead to poor health and well-being. Humans need to belong, and no doubt anyone reading this is aware of FOMO: Fear of Missing Out. So how do we avoid this in the workplace and build high-quality artificial human relationships going forward?

       

      Frequently Asked Questions

      How do artificial human relationships, especially those formed through technology platforms, measure up against face-to-face relationships in fulfilling the fundamental human needs for social connectedness and belongingness?

      Artificial human relationships, particularly those facilitated through technology platforms, may offer convenience and accessibility, but they often lack the depth and authenticity of face-to-face interactions. While they can help individuals connect across distances, they may not fully satisfy the need for genuine social connectedness and belongingness that face-to-face relationships provide through nuances like body language, tone of voice, and shared physical experiences.

       
      What specific challenges or disadvantages might arise from relying on technology to augment social connectedness within the workplace?

      Relying solely on technology to enhance social connectedness in the workplace can present several challenges. One drawback is the potential for miscommunication or misunderstanding, as digital interactions lack the richness and immediacy of face-to-face communication. Additionally, excessive reliance on technology may lead to feelings of isolation or detachment among employees, as virtual interactions may not fully replicate the sense of community and camaraderie fostered by in-person connections.

       

      Striking a balance

      In what ways can organisations navigate and strike a balance between face-to-face interactions and online relationships among employees, to foster a positive and conducive work environment?

      To effectively manage and balance face-to-face and online relationships among employees, organizations can adopt a multifaceted approach. This may involve incorporating a mix of in-person and virtual communication channels to accommodate diverse preferences and needs. Encouraging regular team meetings, both physical and virtual, can foster collaboration and strengthen interpersonal bonds. Additionally, providing opportunities for face-to-face interactions, such as team-building activities or social events, can help reinforce a sense of belonging and camaraderie. Moreover, promoting open communication and transparency, regardless of the medium, can facilitate meaningful connections and contribute to a positive and productive work environment.

       

      Adapted from an article originally published LinkedIn, December 21st, 2024.

       

       

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      There’s more about Workplace Psychology in this Think Organisation Post: Motivation: Understanding What Drives People at Work

       

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