Today, the debate about working arrangements is still alive and well. Organisations continue to grapple with finding the right approach. Some have mandated a return to the office, others have gone fully remote, and many are experimenting with hybrid models. So, what’s the right approach?

Over the last couple of weeks, I have been writing about what helps teams and organisations create a Culture of Learning versus a Culture of (just) Performance or (just) Comfort — this week I will write about Shared Accountability and Commitment.

Last week, I shared my views on the debate between a culture of comfort versus a culture of performance and suggested that the focus should instead be on achieving a Culture of Learning.

For the second week in a row, I am going to write about a topic that has been debated recently in the media. Likewise, for the second week in a row, I am going to provide you with an alternative view to it.

Lean is another of those words, like agile, that has been thrown into the corporate world a lot over the last few years / decades. But like agile; I believe it has been used in the wrong way or context.

I know a lot of people who read this weekly newsletter, or follow the work we do at Neu21, are what we call the “change agents” in organisations.The people that don’t have to be convinced that there is a better way to lead, run teams and organisations, and who constantly question the traditional and conservative ways of operating in business.

In 2018 I had an offer to sell my consultancy to one of the big 4. It was very early in my entrepreneurship days and I was very flattered by the option. Even though the offer wasn’t life-changing, I was leaning towards selling.

Trust is a word that is everywhere in the workplace these days. We see it in company values, we hear it in meetings and we use it as a reason for things going or not going well in organisations. And for good reason!
Trust is a key foundation of cooperation; and in today’s world of work, you can’t achieve much without cooperation between people, departments and functions.

In a world where pretty much everything and everyone is measured and valued by how much you have financially grown from year to year; I have been wondering how all those business owners and executives may be feeling right now. This made me think of “Growth”.

It is that time of the year again (at least in Australia), where the financial year ends on the 30th of June. It is the time of the year when most organisations and managers are scrambling to finish the dreaded “annual performance reviews” that will dictate the “bonuses” and salary increases for millions of employees.

For the last couple of weeks I have been talking about organisational structures and how they affect the culture of an organisation. I have shared how I feel organisations should put in place “continuous fluid structures" to achieve faster speed to market and agility to keep up with the pace of change in today's environment. 

Last week I spoke about how the alternative was to have a “continuous fluid structures” and when I was thinking about how to explain this, I remembered an episode from Ted Lasso, season 2

This week we said goodbye to one of our employees at Neu21. She has been with us for about two years, and, after this time, she has decided to pursue some other professional goals and projects.

This week I would like to touch on the causes that contribute to that busyness in organisations at individual level. Those things that we do to ourselves; us the humans that form part of those organisations.

Many of the executives and organisations we work with at Neu21 come to us because they realise they have a “culture problem”. However, the problem is that you can’t fix culture. Culture is like a shadow.