Comments for Future Considerations http://futureconsiderations.com Wed, 14 Mar 2012 21:01:07 +0000 hourly 1 http://wordpress.org/?v=3.3.2 Comment on Generation Y as Generation WHY by Juan Cajiao http://futureconsiderations.com/2012/03/generation-y-as-generation-why/#comment-458 Juan Cajiao Wed, 14 Mar 2012 21:01:07 +0000 http://futureconsiderations.com/?p=2758#comment-458 Hi Patrice When I joined the corporate world a couple of years ago, I was struggling to split my personal and professional life and achieve balance. I failed terribly! I have to agree with your note, what works for me is a workplace that nurtures my growth as a human being. Everything else I may need (e.g money, results, titles) will come as a consequence of living an integrated life. I hope you are fine! Hi Patrice
When I joined the corporate world a couple of years ago, I was struggling to split my personal and professional life and achieve balance.

I failed terribly!

I have to agree with your note, what works for me is a workplace that nurtures my growth as a human being. Everything else I may need (e.g money, results, titles) will come as a consequence of living an integrated life.

I hope you are fine!

]]> Comment on Purpose: The missing ingredient by Peter Masters http://futureconsiderations.com/2012/01/the_missing_ingredient/#comment-294 Peter Masters Tue, 31 Jan 2012 11:53:30 +0000 http://futureconsiderations.com/?p=2635#comment-294 Marek, Great to hear from you and it is exciting to read that you share my perspective. You highlight in your comment that there seems to be a shift in the job expectations that employees tend to have about the organisations that they work for and that there is extra emphasis placed (from an employees perspective) on the question "Where is the overlap?" What I would be interested to explore with you is why companies tend to "fail" at discovering this aligned purpose with their employees? Do you have a good case practice at your place of work where you feel this type of alignment? Cheers, Pete Marek,

Great to hear from you and it is exciting to read that you share my perspective. You highlight in your comment that there seems to be a shift in the job expectations that employees tend to have about the organisations that they work for and that there is extra emphasis placed (from an employees perspective) on the question “Where is the overlap?”

What I would be interested to explore with you is why companies tend to “fail” at discovering this aligned purpose with their employees? Do you have a good case practice at your place of work where you feel this type of alignment?

Cheers,
Pete

]]> Comment on Purpose: The missing ingredient by Sandy Giugni http://futureconsiderations.com/2012/01/the_missing_ingredient/#comment-293 Sandy Giugni Tue, 31 Jan 2012 11:49:35 +0000 http://futureconsiderations.com/?p=2635#comment-293 Ownership of the business/higher mgt roles immediately imply a leadership role. These roles are financially remunerated accordingly. The flat structure suggested which looks to all "rank and file employees" to play a leadership role is not reflected in the pay packets. It is common place for those in leadership roles in today's market to be highly skilled in the "teflon" effect - "all care and no responsibility". As a result, those who are not in the leadership roles, find it difficult to literally find time to undertake the tasks metered out by those in leadership as well as performing their regular duties let alone being a leader. It is perhaps "old fashioned" but the pecking order is alive and strong and supported by a commensurate salary. In my experience, those in leadership in business today, lack the ability to take responsibility nor lead by example which ultimately does not support the required outcome. Cheers Peter Ownership of the business/higher mgt roles immediately imply a leadership role. These roles are financially remunerated accordingly. The flat structure suggested which looks to all “rank and file employees” to play a leadership role is not reflected in the pay packets. It is common place for those in leadership roles in today’s market to be highly skilled in the “teflon” effect – “all care and no responsibility”. As a result, those who are not in the leadership roles, find it difficult to literally find time to undertake the tasks metered out by those in leadership as well as performing their regular duties let alone being a leader. It is perhaps “old fashioned” but the pecking order is alive and strong and supported by a commensurate salary. In my experience, those in leadership in business today, lack the ability to take responsibility nor lead by example which ultimately does not support the required outcome. Cheers Peter

]]> Comment on Leadership? Management? Facilitation. by Marek Lutz http://futureconsiderations.com/2012/01/leader_vs_manager/#comment-292 Marek Lutz Tue, 31 Jan 2012 11:27:01 +0000 http://futureconsiderations.com/?p=2632#comment-292 Ana, I really like your term "Lead Facilitator". It very much incorporates what I believe leader/manager should be/do. For me actually there's nothing like a leader OR manager - the role is the same, the question is how much the person is aware of the dual responsibilities. Thanks for sharing. Ana, I really like your term “Lead Facilitator”. It very much incorporates what I believe leader/manager should be/do. For me actually there’s nothing like a leader OR manager – the role is the same, the question is how much the person is aware of the dual responsibilities.
Thanks for sharing.

]]> Comment on Purpose: The missing ingredient by Marek Lutz http://futureconsiderations.com/2012/01/the_missing_ingredient/#comment-291 Marek Lutz Tue, 31 Jan 2012 11:18:08 +0000 http://futureconsiderations.com/?p=2635#comment-291 Hi Peter! I have fully support your point. I don't know how about UK, but in my experience companies are having high troubles in providing purpose for the employees. And that's where they fail the most badly. Looking at the Gen Y which I'm also part of and the shift in the expectations of people from their jobs, I believe making your company purpose driven will be what decides about whether you have right & properly engaged employees... Thanks for the article! Hi Peter!
I have fully support your point. I don’t know how about UK, but in my experience companies are having high troubles in providing purpose for the employees. And that’s where they fail the most badly.
Looking at the Gen Y which I’m also part of and the shift in the expectations of people from their jobs, I believe making your company purpose driven will be what decides about whether you have right & properly engaged employees…
Thanks for the article!

]]> Comment on Purposeful Patriotism by andrew james campbell http://futureconsiderations.com/2012/01/purposeful_patriotism/#comment-290 andrew james campbell Tue, 31 Jan 2012 11:12:17 +0000 http://futureconsiderations.com/?p=2651#comment-290 http://www.sueknight.co.uk/Archives/Publications/Articles/Leadership.htm 1997 Just a blast from the past http://www.sueknight.co.uk/Archives/Publications/Articles/Leadership.htm
1997

Just a blast from the past

]]> Comment on Reassessing how a values systems drive performance by Alan Arnett http://futureconsiderations.com/2011/11/valuessystems/#comment-61 Alan Arnett Thu, 10 Nov 2011 13:57:21 +0000 http://futureconsiderations.com/?p=1981#comment-61 Great piece Mark. I really like all the distinctions, but I'll limit myself to commenting on two :-) Constraint to stretch reminds me of the old chestnut of seeing something as a problem or as an opportunity, but I prefer the physicality of this articulation. Problem vs opportunity focuses on the 'thing' in question, whereas constraint and stretch to me are much more about the person and their somatic response. Useful way to think about it. Compliance to discipline is very relevant to some work I'm doing at the moment mapping what it is our core professionals do. The best performers have a very disciplined practice - in the sense they are very aware of themselves, the situation and their practice and apply it flexibly, not as constraints. Thanks for provoking some useful thinking, as always. Great piece Mark. I really like all the distinctions, but I’ll limit myself to commenting on two :-)

Constraint to stretch reminds me of the old chestnut of seeing something as a problem or as an opportunity, but I prefer the physicality of this articulation. Problem vs opportunity focuses on the ‘thing’ in question, whereas constraint and stretch to me are much more about the person and their somatic response. Useful way to think about it.

Compliance to discipline is very relevant to some work I’m doing at the moment mapping what it is our core professionals do. The best performers have a very disciplined practice – in the sense they are very aware of themselves, the situation and their practice and apply it flexibly, not as constraints.

Thanks for provoking some useful thinking, as always.

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