It takes both bold leadership and strategic planning, time, and effort to develop "their people" for investing in not only the employee's future but also the company's future.
The digital era upon us is about people. One of the very goals for running a digital organization is to engage employees and delight customers. People define the “state of pleasant” - happiness at work as being derived from an engaged, active interest in the work, “deriving” meaning from the work being performed, and performing the work in a pleasant or harmonious environment.
A happy organization has a positive and pleasant working environment with high-level employee engagement, generating positive energy, and building a vibrant working environment via joint efforts and co-responsibilities of management and employees.
Digital fluency: The organization with digital fluency means that the business can speak the digital language fluently, have the ability to effectively and critically navigate, evaluate, and create information using a range of digital technologies, and manage information lifecycle skillfully. On the navigation dimension, digital leaders and professionals are not only skillful in one domain but through different angles. Organizations with digital fluency have more antennae focused on the trends and what’s going on in the world, or what'll impact the next generation, what are the top priority for businesses to drive successful changes, and achieve the “state of pleasant.”
Process transparency: Businesses are always on and hyper-connected nowadays, there is no shortcut for building a trustful workplace, transparency is a must. The goal of transparency is to transform the organization into the system approach to accelerate the journey from current state to future state, of enablement, of improvements, of accomplishments, of the implementation of digital business strategies, and build a happy organization. Trust can only be built in an organizational environment conducive to ideal-seeking attitude and behavior. A company can have all the recognition, celebrations and such it wants, but unless the relationship is a trustworthy one, these activities will have limited value in increasing engagement and employee performance, and ultimately reach the “state of pleasant.”
Culture of inclusiveness: Organizations need to build an innovative and inclusive culture because people can learn a lot from different mindsets, cultures, and positions, so organizations as a whole can be competitive enough to keep surging further. This only happens when the ‘inclusiveness mindset’ is available with top management. The real inclusiveness needs to focus on cognitive differences, skills, abilities, and the wealth of ideas since the value lies in the contributions of the individual to the organization for co-solving business problems effectively. The managers can generate scenarios in which there is no one solution to one problem, but rather, to construct an event in which the individual inputs must compound and build upon each other. The focal point of digital management is to make the careful planning of activities to foster creativity, build the interdisciplinary nature of the team, encourage idea sharing and think differently, and amplify collective creativity effect to reach the “state of pleasant.”
Deliberate leadership development: Leadership has a direct influence on organizational culture and performance. Fear-based leadership styles actually hurt the advancement of others. One of the most important attributes of leadership is "showing by example," and “making influence.” Not to forget the continuous improvement because leadership is a talent. A leadership development program implies 'doing things differently' as well as “doing different things,” at all leadership levels and not just for those going through a formal leadership development program. In fact, leadership development has to be integrated with all other policies and procedures, clarify leadership substances, skills, and styles. The key to organizational success is to integrate the next generation of leaders, tap into their way of looking at the world, respond and adapt to quickly changing contexts, and solve problems really mattering in a very collaborative working style.
Potential maximization: “With a tree, all the growth takes place at the growing tips.” Humanity is exactly the same. The goal of workforce engagement is to improve productivity, encourage independent thinking, inspire creativity, and unlock collective human potential, etc. In a “happy organization,” if a top-notch employee wants to continue growing elsewhere, better the company support and encourage that. Organizations should feel “shameful” for not being able to keep each and every one of the best and brightest high potential employees. The potential is an investment. Employees want to feel valued and giving new opportunities, and when done right, it will make people want to stay and to sum it up with one sentence: "People don't care how much you know until they know how much you care." In fact, the collective human potential transcending into the business potentiality is the greatest thing the organization should ever invest in for reaching the “state of pleasant” and riding the next growth cycle.
The digital workplace is fluid, alive, creative, vibrant, and productive. An organization's philosophies, core values, and organizational objectives drive learning and development. Re-imagining a happy organization with a “state of pleasant” is exciting, but it takes both bold leadership and strategic planning, time, and effort to develop "their people" for investing in not only the employee's future but also the company's future.
Process transparency: Businesses are always on and hyper-connected nowadays, there is no shortcut for building a trustful workplace, transparency is a must. The goal of transparency is to transform the organization into the system approach to accelerate the journey from current state to future state, of enablement, of improvements, of accomplishments, of the implementation of digital business strategies, and build a happy organization. Trust can only be built in an organizational environment conducive to ideal-seeking attitude and behavior. A company can have all the recognition, celebrations and such it wants, but unless the relationship is a trustworthy one, these activities will have limited value in increasing engagement and employee performance, and ultimately reach the “state of pleasant.”
Culture of inclusiveness: Organizations need to build an innovative and inclusive culture because people can learn a lot from different mindsets, cultures, and positions, so organizations as a whole can be competitive enough to keep surging further. This only happens when the ‘inclusiveness mindset’ is available with top management. The real inclusiveness needs to focus on cognitive differences, skills, abilities, and the wealth of ideas since the value lies in the contributions of the individual to the organization for co-solving business problems effectively. The managers can generate scenarios in which there is no one solution to one problem, but rather, to construct an event in which the individual inputs must compound and build upon each other. The focal point of digital management is to make the careful planning of activities to foster creativity, build the interdisciplinary nature of the team, encourage idea sharing and think differently, and amplify collective creativity effect to reach the “state of pleasant.”
Deliberate leadership development: Leadership has a direct influence on organizational culture and performance. Fear-based leadership styles actually hurt the advancement of others. One of the most important attributes of leadership is "showing by example," and “making influence.” Not to forget the continuous improvement because leadership is a talent. A leadership development program implies 'doing things differently' as well as “doing different things,” at all leadership levels and not just for those going through a formal leadership development program. In fact, leadership development has to be integrated with all other policies and procedures, clarify leadership substances, skills, and styles. The key to organizational success is to integrate the next generation of leaders, tap into their way of looking at the world, respond and adapt to quickly changing contexts, and solve problems really mattering in a very collaborative working style.
Potential maximization: “With a tree, all the growth takes place at the growing tips.” Humanity is exactly the same. The goal of workforce engagement is to improve productivity, encourage independent thinking, inspire creativity, and unlock collective human potential, etc. In a “happy organization,” if a top-notch employee wants to continue growing elsewhere, better the company support and encourage that. Organizations should feel “shameful” for not being able to keep each and every one of the best and brightest high potential employees. The potential is an investment. Employees want to feel valued and giving new opportunities, and when done right, it will make people want to stay and to sum it up with one sentence: "People don't care how much you know until they know how much you care." In fact, the collective human potential transcending into the business potentiality is the greatest thing the organization should ever invest in for reaching the “state of pleasant” and riding the next growth cycle.
The digital workplace is fluid, alive, creative, vibrant, and productive. An organization's philosophies, core values, and organizational objectives drive learning and development. Re-imagining a happy organization with a “state of pleasant” is exciting, but it takes both bold leadership and strategic planning, time, and effort to develop "their people" for investing in not only the employee's future but also the company's future.
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