Rebels in the Workplace
Why Leaders Need to Learn to Love Rebels
Almost every organisation agrees that creative thinkers are necessary for growth and development. However, corporate culture is often resistant to those who see things ‘differently’. The response is often: “That’s a nice idea, but we can’t do that… we’ve never done it before.” Employees report being afraid to think and respond critically, ask questions, pass on negative information, and especially to ‘rebel’.
But while rebels can be hard to live and work with because they question the status quo, they agitate for change, they react in ways that make leaders (and colleagues) uncomfortable, and they can be a downright pain in the backside, rebels provide extraordinary value to corporations IF corporate culture can be sufficiently accommodating to realise the potential value they bring.
CONTENT
This presentation, based on cutting-edge global empirical research from around
the world, will:
• Increase employee engagement and commitment, particularly among the ‘A-graders’
• Outline ways that employees can question the status quo reflectively, rather than reflexively
• Help leaders identify effective ways to work with rebels – and even encourage rebellion
• Identify strategies that build positive energy in the workplace to promote cohesion, even during conflict
• Create a culture that builds a sense of team rather than individualism
Because staff will:
• Feel heard and validated
• Develop powerful communication skills rarely seen in corporate settings
• Practice productive and reflective (not reflexive) ways to “push back” or
encourage change
• Experience increased sense of purpose and values-alignment between
individuals, teams, and the organisation
FORMAT
This presentation can be delivered as a keynote address (of up to 90 minutes… preferred time: 60 minutes). It is best conducted as a half-day training.
AUDIENCE
This presentation is ideal for leaders, and for teams who are looking to boost employee engagement and productivity, or overcome challenging workplace cultures.
Counter Balance
“I haven’t lost a single life to a workplace health and safety accident. Ever. And I’ve only lost a handful of days to OH&S incidents this year. But I’ve lost six employees to suicide, and countless days to employee leave because of mental illness and family and relationship challenges.”
The idea of work-life balance is over. Boundaries between personal and professional lives are blurred, and each spills over into the other. Flexible work arrangements go some way to ameliorating the challenges people face in balancing work and other interests or commitments, but stress at home still encroaches into employment contexts, and stress at work still hits the home. The ensuing relationship conflict, stress, anxiety, and other relationship or mental illness challenges are a tremendous burden for employers. The true cost of relationship difficulty and mental health challenges to business and the economy is incalculable. The personal cost may be greater.
CONTENT
This presentation, supported by the strongest empirical evidence, will provide staff with strategies and solutions for overcoming relationship and wellbeing challenges at home and work, resulting in:
• Improved mental health and life satisfaction
• Less distraction at work (because those angry texts are no longer received and sent)
• Lower absenteeism
• Improved productivity
Because participants will:
• Learn strategies for resolving relationship difficulties that work
• Improve their interactions with family (at home) and with colleagues (at work)
• Discover simple wellbeing strategies to increase life satisfaction and emotional lives
• Feel better – at home and at work.
FORMAT
Either a half-day or a full-day training. (Keynotes can be crafted around some aspects of this content by request.)
AUDIENCE
This presentation is ideal for leaders, and for teams who are looking to boost employee engagement and productivity, or overcome challenges related to workplace environments that require a lot from employees, both inside and outside work hours.
Making Work Matter
Some people do their job for the pay check. Their weekend can’t arrive fast enough. Some people’s careers are mostly about the status. Advancement, promotion, and prestige are their currency. And some people do their work primarily because it matters. Sure, they get paid. And sure, sometimes they even look good for doing it. But mostly, they do their work because it means something. It gives them – and others – purpose.
Evidence from employees around the world at every level of the organisational hierarchy highlights that when work is meaningful and purposeful, presenteeism, absenteeism, and turnover drop, while productivity, job satisfaction, and life satisfaction go up.
CONTENT
This presentation, based on cutting-edge global empirical research from around
the world, will:
• Help employees more clearly define their values, strengths, and passions – and align them with organisational objectives
• Reset staff outlooks so they see their role in terms of the meaningful contribution they make to others
• Provide inspiration to leaders as they shape staff employment descriptions into roles that are inspiring and meaningful – for the individual and the team
Because staff will:
• Re-engage with their strengths
• Develop new thinking and direction in the way they use their strengths
• Connect with the deeper purpose to their work, and the underpinning why that drives their employment and the broader organisation
FORMAT
This presentation can be delivered as a keynote address (of up to 90 minutes… preferred time: 45 minutes). It is best conducted as a half-day training.
AUDIENCE
This presentation is ideal for leaders, and for teams who are looking to boost employee engagement and productivity.
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