Innovation is really only possible when there is synchronicity between employees and the employee culture — AND that work must be done to accurately quantify that culture and ensure that employees feel understood, like they belong, and are empowered.
Talking to two groups of community at different locations and seeing the results.
If you are managing culture shift or change in your organization how are you protecting yourself from burnout and or from not surviving the change you are seeking?
In my work, I often ask the question of “why?” But admittedly, I am a bit less courageous in asking “why not?”
What ingredients need to be present for innovation to happen and for innovators (rebel talent) to have enough staying power to actually see change come to fruition?
Are you involved in projects that are daring in their visioning? If so, how do you preserve your vision as it goes through the approval process?
Are you aware of untapped expertise hidden by the silos in your organization? What sorts of things are you trying to fully unleash the potential of your team members?
I have often struggled in my work to fight against the notion that we need quantitative data as a precursor to believing the lived experiences of impacted people.
Does your workplace have a safe space to share stories of failure?
Why it’s important to have long-term commitment to trusting the process of culture change.