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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Connect, focus, align, and activate your team to increase performance fast The Four Mindsets: How to Influence, Motivate, and Lead High Performance Teams holds the key to significantly increasing productivity, performance, and revenue in your organisation. Developed as a guide proven to help all levels of managers to connect, focus, align and activate their teams to elevate results, this book also serves as a low-cost, first step, alternative to expensive training, coaching and mentoring programs by providing a range of resources and tools to use and become a 'best in class' leader today. Management, motivations and mindsets have changed considerably in the last 25 years and leaders are being challenged with the task of keeping their teams engaged while meeting goals that are more stringent than ever before. The High Performance Mindset Model will equip you with the skills you need to take your teams performance to the next level and considers hot topics in today's business environment, such as emotional intelligence, whole brain thinking, and what makes professionals tick, in a format that is applicable at all levels of management and leadership. The Four Mindsets updates you on what matters most today and the most common strategies and techniques used by high performing companies, leaders and managers-globally. * Explore the simplest, fastest ways to increase productivity, performance, and revenue. * Understand what you must do to be within the top five percent of today's managers. * Discuss what makes people tick at work and how this understanding is the number one key to influencing accountability, focus and results. * Consider current best practices in team management, and understand how to practically apply these concepts. The Four Mindsets: How to Influence, Motivate, and Lead High Performance Teams is the ultimate handbook for every manager --from team leader to CEO--HR professionals, management consultants, trainers, coaches, and mentors charged with the responsibility of developing today's modern leaders.
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Seitenzahl: 285
Veröffentlichungsjahr: 2015
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Anna-Lucia Mackay is a global authority on emotional intelligence. We have seen this throughout our exclusive CEO Circles, where the most successful captains of industry and some of the biggest sceptics, stopped, listened and were completely engaged and inspired by what she had to say. Her insights and understanding of emotional intelligence, and the impact of mindsets and how they are integral to anyone's success will benefit all who read this wonderful and inspiring book.
— John Karagounis, Managing Director and CEO, The CEO Circle
Anna-Lucia's approach to cultural and people programmes always mixes great strategy with outstanding execution. A book that provides an overview of Anna-Lucia's approach to people and performance is an invaluable tool for any manager.
— Ciaran Davis, CEO Magazine's CEO of the Year (2014), CEO, Australian Radio Network
Technology and the transparency it brings to leadership makes all of the elements in this book so poignant. Anna-Lucia has successfully distilled the key elements of modern day commercial leadership into a practical guide that all senior executives, managers and professionals should read.
— David Baxby, CEO, Global Blue, and former Co-CEO,Virgin Group
I've had the great fortune to engage Anna-Lucia over the last decade and credit her with helping build a high-performance culture and in so doing driving up the value of my businesses when they are sold. This book is essential reading for every business, regardless of size.
— Tim Eustace, Chairman and Owner, Mercury Private
Anna-Lucia seems to have a sixth sense for understanding people and performance and now this book shows us how she does it! This book is a must read for new, aspiring and experienced leaders.
— Margaret Blunden, CEO, Grosvenor Financial Services Group
Anna-Lucia is the first and last person I would go to for advice, coaching and organisational training on EI. I have worked with her for 14 years and in that time I have seen her tools and coaching enable good leaders to become great, and strong leaders to become highly effective. Most of all I've seen leaders get really connected with what it takes to be Emotionally Intelligent. Now, all of this brilliant thinking is in The Four Mindsets.
— Peter Lumsdaine, CEO, O'Brien Group
All of our leaders and aspiring leaders have had training and coaching through HCM Global and Anna-Lucia. Why may you ask? Because they have been able to consistently improve the leadership qualities among the group which has led to increased longevity of employment of both managers and their teams; an increased motivation and passion for work; and a better sense of wellbeing and contentment for each staff member personally.
— Scott C. Small, Managing Director, Spinifex Holdings
Anna-Lucia Mackay has partnered with Nestlé Australia Ltd for the past 8 years and her style and use of the four mindsets approach in conducting the programs has significantly helped us build employee capability. The feedback from the programs consistently shows that Anna-Lucia's approach truly engages participants and helps them to take their learning back to their role for immediate application.
— Garth Byrne, Learning and Development Manager, Oceania Nestlé
While this book focusses on the role of the manager, this knowledge is heavily relevant to everyone looking for personal growth and development and in particular for those wishing to build and retain great quality relationships in any part of their life. A great reference tool for all.
— Rebecca Sharp, Learning and Development Manager, Australia and New Zealand, Merlin Entertainments PLC
As the business world of today keeps evolving and changing, so do requirements for those who want to be game changers in the business arena. Anna Lucia's book summarises key traits needed to be relevant today as a manager, leader, and most importantly influencer. The Four Mindsets is definitely one of the best books I have read this year on people management as it focuses on leadership traits so often overlooked. They are the ones that create the safe and open ended environment so many people today are looking for when they choose which organisation they want to be a part of.
— Nikola Milivojevic, CEO and President, Beauti Control, Tupperware Brands Corporation USA
Anna-Lucia is a high performance coach who has helped both aspiring and experienced leaders in our organisation adapt to an ever-changing business environment. Her training and indeed this book enables you to view your leadership style through a different lens and to achieve meaningful results irrespective of where your journey begins.
— Deb Loveridge, Managing Director Asia Pacific, Randstad, Singapore
Finally, a business book that offers pragmatic, thought provoking and insightful tools and methodologies that address the required skills and behaviours of a successful leader. All will benefit from reading this book and applying the skills, whether a new manager embarking on the leadership journey or an experienced manager who wants to reconnect with their team.
— Nicola Griffin, Sales and Marketing Academy Manager, Medtronic PLC, Middle East and Africa
One of the keys to good management is emotional intelligence and Anna-Lucia is working with us to help our Law Society members understand this by really connecting and motivating people — which is exactly what you'll find in this book The Four Mindsets.
— Una Doyle, Head of Professional Development, The Law Society
In early 2000 I asked Anna-Lucia to make an independent assessment on, not just how my direct reports felt, but how all the staff felt. The result floored me. In essence the majority of the staff felt unappreciated, a lack of confidence to make a decision, no communication on how they fit it to the goals of the organisation, and expectations about their accountability were unrealistic. So . . . Toss in the towel? . . . No way! So I engaged Anna-Lucia to start at the top, which included me, on what we needed to improve on. Within several years we had been nominated for industry awards, but more importantly, the team received the ‘Best Team Award' for client service and proactive resolution within the Commonwealth Bank of Australia . The lessons learnt led to sustainable turnaround and growth.
— Kevin O'Sullivan, Former General Manager, Financial Markets Operations, Commonwealth Bank of Australia
Accomplished corporate consultant and executive coach, Anna-Lucia Mackay, presents another well-thought-out tool to assist new and aspiring managers to come to grips with the challenges of their roles. I can see this fast becoming a handbook for our new managers and complementing the excellent high-potentials mentoring program and other targeted leadership development programs that Anna-Lucia has delivered for us.
— Kirti Jacobs, Director, HR, APRA AMCOS
My belief is that being a manager is not about power, it's actually far from it. It's about being a positive influencer and enabler built on a foundation of respect, sincerity, consistency and authenticity. These values are at the core of Anna-Lucia's training and the four mindsets she's identified. The time I spent with Anna-Lucia gave me the confidence to stay true to my own beliefs and values as a manager yet have the tools and framework to navigate my way through unfamiliar and sometimes confronting situations with personnel.
— Kate Willbourn, Twitter Australia
The Four MINDSETS
How toINFLUENCE MOTIVATE AND LEADHIGH PERFORMANCE TEAMS
ANNA-LUCIA MACKAY
First published in 2015 by John Wiley & Sons Australia, Ltd 42 McDougall St, Milton Qld 4064 Office also in Melbourne
© HCM Global Pty Ltd 2015
The moral rights of the author have been asserted
National Library of Australia Cataloguing-in-Publication data:
Creator:
Mackay, Anna-Lucia, author.
Title:
The Four Mindsets: how to influence, motivate and lead high performance teams / Anna-Lucia Mackay.
ISBN:
9780730324782 (pbk.) 9780730324799 (ebook)
Notes:
Includes index.
Subjects:
Management. Leadership. Employee motivation. Personnel management.
Dewey Number:
658
All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.
Cover design by Wiley
Disclaimer
The material in this publication is of the nature of general comment only, and neither purports nor intends to be advice. Readers should not act on the basis of any matter in this publication without considering (and if appropriate, taking) professional advice with due regard to their own particular circumstances. The author and publisher expressly disclaim all and any liability to any person, whether a purchaser of this publication or not, in respect of anything and of the consequences of anything done or omitted to be done by any such person in reliance, whether whole or partial, upon the whole or any part of the contents of this publication.
Contents
About the author
Acknowledgements
Preface
How to use this book
Introduction
The psychological contract — what is it and why is it so important?
Management today — how has it changed?
The impact of mindsets
The four crucial mindsets
Part I: The Emotional Intelligence Mindset
Chapter 1: The manager as role model — the key to influence
Consistency
A caring nature
Authenticity and sincerity
Chapter summary
Reflective questions
Where to start
Chapter 2: How to develop emotional intelligence: Step 1 — self-awareness
Chapter summary
Reflective questions
Where to start
Chapter 3: How to develop emotional intelligence: Step 2 — self-management
Self-control
Resilience
Chapter summary
Reflective questions
Where to start
Chapter 4: How to build trust
Personal vs professional trust
Knowing and showing yourself
Transparency
Acceptance
Congruence
Reliability
Chapter summary
Reflective questions
Where to start
Part II: The Connection Mindset
Chapter 5: Understanding what makes people tick and Learned IntuitionTM
Empathy
Chapter summary
Reflective questions
Where to start
Chapter 6: How to connect people to the business
Level 1: Communicate
Level 2: Connect
Chapter summary
Reflective questions
Where to start
Chapter 7: How to create a personal connection
Personal presentation
Body language
Tone
Spoken word
Written word
Social presence
Chapter summary
Reflective questions
Where to start
Chapter 8: How to have a challenging conversation without breaking connection
Step 1: Timing and preparation
Step 2: Ask questions
Step 3: Listen, look and learn tips
Step 4: Knowledge sharing
Step 5: Identify issues
Step 6: Needs
Step 7: Gain commitment
Chapter summary
Reflective questions
Where to start
Part III: The Growth Mindset
Chapter 9: How to teach people confidence
Personal awareness
People aptitude
Product awareness
Process aptitude
Chapter summary
Reflective questions
Where to start
Chapter 10: The manager as trainer — how to share knowledge and train your team quickly
Chapter summary
Reflective questions
Where to start
Chapter 11: How learners think and how to adapt your style
The A quadrant — known as the blue thinking preference
The B quadrant — known as the green thinking preference
The C quadrant — known as the red thinking preference
The D quadrant — known as the yellow thinking preference
Chapter summary
Reflective questions
Where to start
Chapter 12: The manager as coach and mentor — 10 essential tips
Chapter summary
Reflective questions
Where to start
Part IV: The Performance Mindset
Chapter 13: How to recruit the right people into your team
Step 1: Analyse the job
Step 2: Develop structured questions
Step 3: Conduct the interview — the STAR technique
Step 4: Rank responses
Step 5: Evaluate results
Chapter summary
Reflective questions
Where to start
Chapter 14: The 90-day critical period — how to attach and align your people
Attachment and alignment
The pre-employment phase
The 90-day critical period
Induction
Chapter summary
Reflective questions
Where to start
Chapter 15: How to increase focus and accountability
Setting the right expectations
Expectations of the team member
Planning and control
Tips on prioritising
Focused meetings
Focused email control
End procrastination
Chapter summary
Reflective questions
Where to start
Chapter 16: How to conduct a best practice performance review
The performance plan
The training and development plan
The performance review meeting
Seven steps in conducting a performance review
Final tips for giving and receiving feedback
Index
Advert
EULA
List of Tables
Chapter 13
Table 13.1
Chapter 15
Table 15.1
Table 15.2
List of Illustrations
Introduction
Figure A: the High Performance Mindset Model™
Chapter 9
Figure 9.1: the Learned Confidence model
Chapter 11
Figure 11.1: Sperry's left-brain/right-brain theory
Figure 11.2: the Whole Brain
®
model
Chapter 12
Figure 12.1: the benefits of coaching your team
Figure 12.2: top 10 core coaching skills and behaviours
Chapter 14
Figure 14.1: the attachment phase
Figure 14.2: the five stages of a best practice induction process
Chapter 15
Figure 15.1: meeting guidelines checklist
Figure 15.2: three common procrastination mindsets
Guide
Cover
Table of Contents
Preface
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About the author
Anna-Lucia Mackay is Group Managing Director of HCM Global and Career Crowd®, an award winning management consulting, training, coaching and mentoring company.
At 24 Anna-Lucia delivered her first management class at Manchester University on Motivation — the topic which would be the catalyst for a future career dedicated to understanding the links between people and performance, organisation and human behaviour.
Over the course of a diverse career, Anna-Lucia has consulted, trained and coached professionals, managers and executives in global corporations based in Europe, North America, the Middle East, Australia and Asia. Her diverse industry experience includes banking and finance, advertising, entertainment, education, engineering and construction, government, healthcare, mining and resources, not for profit, pharmaceutical and medical devices, telecommunications, human resources, luxury goods, and retail.
Since 2001, Anna-Lucia has designed, built and established three learning businesses and today is a leading educator, speaker and commentator in the field of management, adult learning and emotional intelligence.
With this highly unique combination of entrepreneurial, business and education skills Anna-Lucia has been recognised for her work and contribution to the fields of management and education through numerous National Industry Awards, including most recently as a finalist for the prestigious Telstra Business Women's Awards in Australia in 2012.
Anna-Lucia is married to William, and they currently live in Sydney with their twin boys — Hugo and Sebastian.
Acknowledgements
This book is a result of all the knowledge, opportunities and experiences afforded to me by wonderful people from all aspects of my life. Everyone has played a part in getting me to this point in my career and I thank you all.
In particular, I am eternally grateful to my mother and father for their love and support, and for preparing me as a child for life and for my future career ahead.
My husband, William, for your deep love and support, and for helping me gain the courage to continually step out of my comfort zone — knowing you are there to back me every step of the way as we travel this journey together. I love you so very much. Thank you.
My boys, Hugo and Sebastian, for your love, laughter and cheekiness which makes me smile every day and motivates me to do the very best job I can so I may be a good role model to you both.
My brothers Justin and Adam for your love and support, for continually challenging my thinking over the years and for being wonderful friends to me.
My friends from all aspects of my life for your love and support and for sharing your life, thoughts and learning with me along the way.
My staff and consultants over the years. I am so grateful for your input, friendship, work and help.
My clients for believing in me and entrusting your people and businesses to me. I love working with you all and thank you for that opportunity.
My chief editor, Geoff Bartlett, for helping me through the years, and for giving me the courage to write a book! I look forward to sharing this next part of the journey with you.
Wiley Publishing — my new friends, Lucy, Chris, Jem, Peter, Ingrid and Dylan — thank you for believing in me and for all of your help. It is so much appreciated.
Preface
TheFour Mindsets: How to Influence, Motivate and Lead High Performance Teams is the result of 25 years of work and research in the field of management.
In the course of my career in management consulting and adult education, I have experienced two defining moments. The first came in 1998 when I read the article ‘What makes a leader?' by the writer and psychologist Daniel Goleman, in which he examined what differentiates a star performer from an average performer.
The second moment occurred while I was attending a conference about 10 years later, when a speaker declared, ‘Leaders must impact the thoughts, feelings and performance of their people'.
It seemed to me the second moment answered the question asked by the first!
When you strip away the ever-increasing complexities of leadership, how people think and feel about their leader at work will almost always determine the level of performance they achieve.
I taught my first management class in 1992 — the subject was motivation — and since then I have been consumed by the challenge of understanding what makes people tick and what triggers people to achieve their known or hidden potential … or not.
Over the years I have had the privilege of interviewing, coaching and teaching managers and executives working in a very broad range of national and international companies and organisations based in Europe, North America, the Middle East, Asia and Australia.
My companies HCM Global and Career Crowd® have worked with more than 100 organisations, ranging from leading multinationals who sit in the top five in their fields, to medium to small businesses, start-ups, government departments and not-for-profit organisations.
My teams and I have gained direct feedback from more than 10 000 people in a range of settings, from one-on-one interviews and coaching and mentoring sessions to small-team and large-team training sessions, seminars, webinars and conferences, in organisations representing most industries, including:
advertising
direct selling
education
engineering
entertainment
finance and banking
FMCG
food and beverage
government
health services
human resources
insurance
luxury goods
manufacturing
mining and resources
news and media
professional services
recruitment
retail
transport.
Our work has been rigorously assessed by third-party national industry bodies in the context of numerous prestigious awards programs. We have received frequent recognition for our achievements in helping Fortune 500 companies improve results through best practice learning, development and growth strategies for managers, executives and high potentials.
Our consistent research goal has been to identify indicators, patterns, trends and formula to help crack the code for what it takes to be the most effective manager and to answer the question: How do you influence, motivate and lead a high performance team?
We have tried and tested a combination of skills and techniques proven to help all managers increase performance and potential within their teams. These techniques have assisted organisations to improve performance and helped win awards for CEOs, department heads and teams in many industries.
We have evaluated many of the best management tools currently used around the world. This book will share with you some of the tools we believe are invaluable in helping managers understand what makes people tick and how to manage them in order to build and sustain a high-performing team.
In the following pages I share what we have learned in 25 years and applied over the past 12 years. Each area of knowledge has been incorporated into our award-winning strategies for the creation of centres of excellence, turnaround and culture change programs, and employee engagement initiatives that underpin the increased productivity and profits of a variety of industries.
Since 2007 HCM Global and Career Crowd® have had the opportunity to observe and dissect the dynamics of high performers and those who are not, and have identified and documented the triggers for high performance at work for both individuals and teams.
From more than 5000 surveys, performance assessments, one-on-one interviews and 12-month case studies, we have found that, when activated correctly, these triggers influence employees and team members to perform at their highest level for sustained periods of time. The result is that they often achieve things they had previously not thought possible.
In short, we have found that the triggers point to four crucial mindsets that are critical to bringing about high performance. These mindsets are based on four core feelings that are generated by people's thoughts, observations, assumptions, perceptions and beliefs about the person who leads them.
The impact of the line manager on a team's performance has long been understood. It has often been said that ‘people join organisations but leave their leaders'. There is more to it than this, though.
High-performing managers recognise the importance of understanding what makes people tick, and this book is written to help you do this. We will share with you:
what high-performing managers focus their minds on
what they actually do
what they do
not
do.
We identify the factors that are most significant for building strong connections with individuals and teams, and that, in turn, trigger high performance and the realisation of high potential — known or hidden.
I sincerely hope you find this book a valuable resource in your own quest for performance excellence.
How to use this book
The Four Mindsets has been written as a multipurpose tool to help CEOs, leaders, human resources professionals, management consultants, coaches and training professionals to coach, mentor or train managers, team leaders and future leaders to achieve high performance.
Designed to accelerate learning in order to activate the high performance mindset in both managers and employees, this book explores:
what makes people tick
how management, motivations and mindsets have changed
the mindset and triggers of high-performing employees today
the mindset required by managers and team leaders today
how to create the desire in people to perform at a higher level
how to become an engaging leader
how to unlock hidden potential
the role of the psychological contract
how to unlock discretional effort.
We share 12 years of experience working with Fortune 500 companies and award-winning strategies for the creation of centres of excellence, turnaround and culture change programs, and employee engagement initiatives that underpin increased productivity revenue and profits in a variety of industries.
The High Performance Mindset Model™ is the focus of this book and has been designed as a learning pathway when coaching, training and mentoring in a variety of settings, including team meetings, corporate book clubs, one-on-one sessions, small-group training sessions and webinar discussions.
Based on adult learning principles to assist learning, retention and knowledge transfer in your workplace, each chapter contains:
a knowledge section outlining easily understood best practice concepts that are the most up-to-date and relevant today
a full summary reviewing the key processes and ideas discussed for reinforcement and ‘on the job' learning
reflective questions for personal or group use
suggestions for where to start in applying the strategies introduced in the chapter.
For more resources and practical tips to help you manage, coach and mentor your people to reach the highest levels of performance, go to www.fourmindsets.com.
Introduction
Before we begin to turn to the Four Mindsets™, it's important that we understand a few common concepts that underpin learning in this book. These relate to the psychological contract, the changing management landscape today and the concept of a mindset.
The psychological contract — what is it and why is it so important?
Every manager should understand the concept of the psychological contract. This unwritten contract has the ability to enhance, or destroy, everything you do. It's all about people and, as a manager, everything you do should relate to people!
To understand the psychological contract, let's first look at what we mean by ‘contract'.
A contract is simply an agreement made between two parties. Contracts are usually formal, requiring a signature, and state clearly what needs to be done or agreed to. For example, an employment contract lists the intentions and expectations of both employee and employer. It is a formal, signed document.
A psychological contract is also concerned with intentions and expectations between parties but is not formal. Rather, it is based on people's perceptions that typically relate to the give and take (or informal negotiations) between two individuals — issues surrounding what is right and wrong, how people should work together, what is fair and what is not, loyalty and trust.
The psychological contract is far more powerful than the employment contract. The employment contract will not unlock potential and high performance, whereas the psychological contract will do exactly this because it is based on thoughts, feelings and emotions, and more often than not the desire to go over and above expectations — often referred to as discretional effort. The agreement is, as Denise Rousseau puts it, ‘implicit, involving an individual's beliefs of reciprocal exchange between two parties pertaining to trust, loyalty and the well-being of all involved'.
Importantly, the psychological contract relies on commitments by both parties as it is based on very significant human behaviours that can help build a relationship or break it in an instant.
Psychological contracts are typically focused on ensuring that the employee and the organisation share understandings so they can work together to achieve mutual goals. To accomplish this, a manager needs to understand their team's perceptions of them in terms of their obligations to their team, their personal behaviour, how they deal with staff and others, and the quality of their work.
The key here is that managers must accept that reality in itself is not enough; it must be demonstrated to, and perceived by, your people.
For example, a manager may believe they are fair in their dealings with staff, and indeed they may be. Most managers, however, would not be conscious of being seen to be fair; they would simply hope others would think this of them.
But a manager needs to understand that the perception of fairness in the workplace is a hot button for most people. For example, when an employee feels their manager is not fair, it will more often than not break the psychological contract. This, in turn, kills the employee's desire to go over and above expectations, shutting down discretional effort, which is so often the very thing required for the achievement of sustained high performance.
When the psychological contract is broken, it usually comes down to managers:
not understanding that they need to manage both tasks
and
people
not understanding the impact they have on their team's thoughts and feelings
being promoted into their roles without the sincere desire to help others
being promoted into their roles without the necessary people skills
lacking in self-awareness
lacking in empathy
not understanding what makes people tick
not understanding that they are tasked with the responsibility to coach and mentor
favouring some people over others
being deemed not to be trustworthy, fair or consistent.
Often when the contract breaks it has nothing to do with tasks, competence, technology, policies, practices, procedures or products. Yet most of an organisation's time is spent in these task-focused areas. The bottom line is that people may feel discomfort but they can live with these things if the people factors are in place.
When the people factors are overlooked, their discomfort grows and resilience starts to diminish, triggering varying degrees of disengagement and disconnection. Left unchecked, this can escalate to acts of aggression, passive or active withdrawal, acts of sabotage such as petty theft, or the formation of team alliances — all of which can undermine the manager or organisation.
There are many psychological contracts in play in our lives. Outside of work, we have them with our parents, siblings and friends. In each instance there are implicit expectations and an element of give and take. Similarly, at work we have psychological contracts with clients, peers, other departments, suppliers and employees.
Understand that the strength of the psychological contract is determined by the quality of the relationship you have with people, and at times this will absolutely override what is written in any formal contract.
This is your first crucial step to understanding what makes your people tick.
Management today — how has it changed?
The factors that powered the high performance mindset 20 years ago are significantly different from those that operate today. Most managers would not even be aware of this, let alone be able to describe how it is different and why.
When we asked what managers are focused on and concerned with each day, fewer than 10 per cent mentioned anything to do with how their people think and feel. Most expressed deep frustration with being charged with the responsibility of shaping their team's thinking and feelings, with most saying, ‘Why don't people just do their jobs?'
But let's take a closer look at this.
First, the reason why the management techniques of 20 years ago are still relevant today is that many people in your workforce — the baby boomers and older Gen Xers — will have passed their formative working years during this time. What this means is that their mindsets were formed (and, for some, ‘set') during a very different time — and therein lies the problem.
Those arriving in the workplace in the 21st century have a very different mindset and set of beliefs about work. What work means to them is the reason why they don't ‘just do their job'.
We are currently caught between two significantly different work and management eras. During the first, ending around the early 1990s, a worker would be told what to do and would do it, usually without question and with little, if any, collaboration. A manager gave orders, respect was expected and given, and title and status were formal and significant. In this era, the working world was task focused, authoritarian and hierarchical, and not particularly people focused. It was an era when information was not shared openly.
