Inam : In your book, you make the connection between personal disruption and employee engagement. How are the two connected? For companies that practice personal disruption, early indications are that these numbers are reversed. This is an outlier as far as engagement goes, but still indicative. A company that encourages personal disruption, allowing their people to move into new roles, work on stretch assignments, and continue learning on the job, have employees that are happy, productive, motivated and engaged.
But then—crucially—you find a new challenge to tackle, or else you risk becoming bored, complacent and ineffectual, and the cycle starts over.
Inam : How can a great boss help their team members engage in personal disruption? Whether they oversee a team of ten or ten thousand, they can encourage disruption by saying yes when employees want to move on to new projects, by promoting them, by hiring individuals that show potential rather than proficiency, by giving people work that will stretch and challenge them. The best bosses facilitate growth and celebrate the success of others, and this establishes their reputation as a talent developer and a boss who people love to work for.
Inam : Most people today are fairly exhausted with the pace of change and ambiguity in their organizations.
When the body was first created, all the parts wanted to be Boss. The brain said, " I should be Boss because I control all of the body's responses and functions.". Ever feel like you can’t get ahead at work because your manager is the one standing in your way? This type of work isn’t promotion-worthy and can leave you feeling stuck at your job. These management professionals share their best tips on how to deal with a boss who wants to keep.
The last thing they want to hear about is more disruption. How is your book a great tool for them to work in the disruptive environment around them?
This is because it gives individuals and managers an internal guidepost within the organization that paves the path for intentional change—change that they can control and manage. When an individual is moving along their personal S-curve, they are in a flow of learning and growth, change that is intentional and foundational, not volatile. Eager, capable employees, tackling new challenges are a key driver of innovation within an organization.
Inam : Some people are naturally more excited about personal disruption and change than others. How can this book help everyone? Leaders that build A teams create a culture that oozes personal disruption. When new hires are onboarded, they need to be immersed in the walk and talk of learning curves, personal growth and change. Connell, founder and president of Flexible Work Solutions, a California-based consulting firm that specializes in leadership assessment, development, and retention.
Pride He cites a September Zogby International survey that found that 37 percent of American workers an estimated 54 million people say they have been bullied at work, while 49 percent say they have witnessed bullying tactics. Each of these scenarios can lead to a pattern of behavior in which one of us becomes like a parent and the other like a child. Don't blame yourself. Then if you get it wrong, she barks at you and you're taken aback. Must I wait for a line to be crossed in order to know there is one?
How do you create internal advocates? Show how you can help other employees with their projects and learn more about their work. You also could try to switch to that department eventually, depending on company needs. In many ways, demonstrating your accomplishments to your boss and co-workers in a humble manner can establish you as someone who would be able to take on more significant projects.
But approaching him or her honestly about how you would like to take on more meaningful work—and what kind of work that would be—can cut out the politics and passiveness and will make you feel better by just being honest. Prepare talking points around specific concerns and what specifically you object to , and find the appropriate time to bring them up. This might be during your recurring one-to-one meeting.
So get to know them a bit more. Grab some coffee together. Go out for a few beers. Eat lunch together. Use reflective listening. Invite them to lead a project with you.