What is Happening in the Indra Office …

People | Process | Performance

Indra Process and Performance Consulting partners with our clients to create smart and performance focused organisations through engaging their people; aligning processes, talent and strategy; building performance confidence and accelerating sustainable business results.

Growth | Change | Transformation

Our community project is Greening Melbourne St, and so far we have adopted 2 street planters and shifted them both from a container of dead sticks to flourishing shrubs that emerged from those dead sticks under-planted with flowering herbs. We have planted out a balcony planter box, and best of all we are inspiring others in the street to care for their nearby planter boxes. Slowly we spread the joy of green in the street.

Harrison Assessments

Read our website developed especially to provide you with information about Harrison Assessments, which underpin much of our work in organisations.

Keeping Your Workforce Engaged is a Strategic Challenge

Performance Focused Organisations consider the important issue of a healthy staff turnover rate. In normal operations it is wise to keep it lower rather than higher, but the figure will vary with the industry, the business, its stage of growth, its strategic direction, the size of the available talent pool, and the economy. It will also vary over time, for example, at one time a target of 10% might be set. At another time, it might be much lower.

It is quite a paradoxical strategic challenge – to maintain a culture of engagement that treats and provides for people as valued individuals, while at the same time, inspiring them, individually and as a group, to perform as well as they can and to contribute in a range of ways to the organisation.

Change Management

A reminder to be structured and strategic about all change initiatives, and in all phases of the change — initiation, planning, motivation, implementation and maintenance.

Focus on Performance.

Using Paradoxes to Increase Performance, Achieve Success

“Don’t exclude paradox, it is more than half of life itself!”

As I read this quote this morning, I was reminded of how powerful the Paradox Traits are in Harrison Assessments. I love using them to show our clients how small shifts in the way that they use one or two paradoxical traits can produce extraordinary results with strong performance outcomes.

It is exciting for people, for teams, to be able to clearly see a way forward — often they have been struggling with an issue for a long time without making progress.

Find out more about Harrison Assessments and how we use them.

http://indraconsulting.harrisonassessments.com/

Enjoy your weekend!

Good Behaviour, Bad Behaviour

I have had some conversations this week around good vs bad behaviour in the workplace. Outside of commonly agreed bad behaviour or illegal/unethical behaviour, determining “bad behaviour” can be quite subjective – determined by formal and informal workplace culture. When a manager asks me to work with a staff member to make sure that they “behave well” in the workplace, I know that all of us are in for a challenge!

At the deepest level, “behaving well” is intrinsically motivated rather than extrinsically motivated. External motivation is based on what you do rather than who you are. For example, people highly motivated by recognition, strong or capable leadership and management, stability in their career, are externally motivated. People that are more internally motivated

Good Reads

There have been some interesting reads on the internet this week. Here are a couple worth your time.

Culture Change

• Have you ever wondered how much more productive it is to engage people in the change process? About 5 times, according to research mentioned in this article.
  The article contains 3 great questions that fed information to one CEO:

Embarking on a Culture Change Initiative? 3 Keys to Success

Culture can be defined as the set of beliefs and behaviours of an organisation’s workforce. It is created from the messages that are received about how people are expected to behave. Cultures bind people together through shared goals, beliefs, approaches, routines, needs and values. Peer pressure helps behavioural norms develop over time, and these are influenced by the type of work performed, organisational history, successes and failures, physical conditions, the workplace environment and the demands of external entities such as customers, stakeholders, economic conditions etc. But the strongest influence on cultural norms are the senior leaders and managers within an organisation. It is the messages and the behaviours of this group that is most influential in shaping the culture of an organisation.