Make Work With Others More Productive, Pleasureable and Meaningful

2015-10-28-1446069987-2305036-Optimisticworkplac.jpegClarify Your Values To Live Them More Fully - With Others
Getting specific about what most matters to you enables you to see if there's a cultural fit with where you work. That clarity also makes it easier for you to act more consistently, in keeping with your core values and boost others' trust in you according Shawn Murphy, author of The Optimistic Workplace and co-founder of Switch and Shift. Identify your values via the free process offered by Values Based Leader.

Tours of Duty Spark Talent-Building and Engagement

Most any kind of organization can foster innovation, talent building and camaraderie by adopting the tour-of-duty approach used at LinkedIn and advocated by its founder and co-author of The Alliance Reid Hoffman. "Employees might embark on a rotational, transformational or foundational tour of duty," notes The Optimistic Workplace author, Shawn Murphy in describing LinkedIn's culture. The three steps to such tours are:
1. Learning the basics about the company.
2. Participating in a transformational task, "such as starting a department."
3. Being trained to lead by diverse others in the firm.

Specificity is Key to Self-Clarity and to Mutual Understanding

"Employees must commit for the duration of each tour in a 'mutually beneficial deal, with explicit terms, between independent players.' Reid Hoffman even suggests providing term sheet that explains what the company expects and what it offers, whether it's an exchange of contacts or help finding a job elsewhere," Bloomberg Business journalist Bryant Urstadt wrote in characterizing the specificity in this LinkedIn policy that boosts it's popularity and power for all parties. Hint: Specificity in all matters boosts clarity within yourself and with others - plus it boosts credibility and memorability

2015-10-28-1446070078-2033487-intranet.jpegFacilitate the Networks That Keep Employees Engaged for Life

The company can optimize the shared learning from the tours of duty, by having an aptly designed enterprise social-enabled intranet, according to Enterprise Strategies founder and managing director, Andy Jankowski: "The last thing you or your employees want after a successful tour is the loss of that shared experience. Enterprise social networks allow for key collaborations to happen digitally - in a format that is stored, searchable, findable and reusable. These networks provide the needed glue and context for meaningful and efficient knowledge sharing and engagement. As well, these networks can extend beyond the company firewall, and thus maintain and grow networks of current and past employees who share a common experience that can often continue to contribute to the company."

2015-10-28-1446070153-4377379-corporatelattice.jpegGreater Career Flexibility Can Help Companies and Employees

Relatedly, when a company policy supports employees and their bosses to collaborate on a zig zag career path (rather than a traditional corporate ladder) that supports both the career and lifestyle goals of the employee and the overall mission of the company, all parties win, suggests Deloitte game changer, Cathy Benko and Molly Anderson in The Corporate Lattice. Like the tour of duty policy it's a mass career customization way to retain top talent too.

Mutual Mentoring Can Boost Self-Organizing and Innovation

An under-utilized, no cost opportunity for cross-departmental learning and relationship building that can also spark serendipitous insights for innovation in a company is mutual mentoring. That can take several forms. For example, an aptly designed intranet could facilitate employees at all levels in finding employees with the exact expertise or experience from whom they could learn for an immediate, one-time or longer term need or interest.

Rather than just spurring reverse mentoring, where 20-something employees guide older workers in, say, digital technology, why not encourage mutual mentoring across your company? Also some employees might seek colleagues with complementary talents who share a sweet spot of mutual interest that reflects a company need or possible opportunity. They might explore creating a self-organized team to tackle it, especially if the company encouraged such exploration, with guidelines as explicit as Reid Hoffman's for tours of duty.

What methods have you experienced or seen at work that make work more productive, enjoyable and meaningful? I may cite your contribution in a future column.