Читать книгу Talent Liberation - Deborah Hartung - Страница 6

All we need to do, is to actively question everything we have come to accept about work and productivity and the definitions of high performance and the value of people at work and how we define success. We need to change our outdated beliefs and assumptions and create new standards and norms that reflect the world we live in now - not the world of steam technology and cotton factories and ‘silent monitors’ from the 1800's.

In doing this, the first, most crucial insight we need to collectively agree to form the foundation of our approach to work, is that people make the profits. If we want the profits, we absolutely have got to take care of the people who make everything possible for us.

People are complex beings who thrive in different environments and whose needs and requirements change as they progress through the different stages of life. If we want to keep our people happy, engaged and super productive at work, we really need to critically look at the workplace cultures we are creating and how our performance management methodologies are contributing to toxic workplace culture and higher than ever instances of mental health and wellness challenges.