Workplace Cultures in Asia & Australia

Leadership: A Key Factor in Staff Engagement

2010-08-22T05:19:00.000-07:00

The word ‘engagement’ is thrown liberally around corporate Australia these days. If one is engaged to the organisation, he or she feels ‘part of’ it. Loyal, committed or attached to its way of operating, personalities, goals and ideals. The focus on engagement has accelerated throughout the ‘noughties’ because retaining people is a challenge. Simply put, engagement is usually closely linked to feeling good about what we do, who we spend time with and what we are achieving in the context of our own expectations (which are in turn, strongly influenced by the expectations of those things we value).

Of course, as a result of this focus, managers are encouraged to behave in ways that are consistent with increasing levels of engagement among their employees (usually monitored by engagement surveys). Behaviours that will increase people’s sense of worth and happiness in the workplace and that are fundamentally consistent with their expectations of management behaviour. These expectations, by the way, may vary depending on factors such as generation, industry, educational background and ethnic culture. For the purpose of this article we will focus on identifying a set of leader behaviours that we see are relevant to the emerging professional workforce.

For many senior executives, behavioural adjustment is vital to achieving higher levels of engagement. Highly geared and with a strong entrepreneurial bent, we have high expectations. Often thinking about tomorrow rather than today, consumed by the higher level business challenges, avoiding where possible getting consumed in the detail and always time poor, it is easy for us to forget that we are one of the most important cogs in the engagement process. So to make life easier for managers, senior or otherwise, here is a list of six (6) leader behaviours that will assist in building a sense of employee engagement in the professional environment.

Six Leader Behaviours to Build Employee Engagement

1. Show an interest in the lives of those who work around you. When it comes to your direct reports you should know what football team they support, that their son is completing his university degree or that their mum or dad is in hospital. You don’t need to be consumed in the detail of their personal lives, but humanising work is essential! These are what I call connection points and help you to open dialogue in a range of different situations. One of the main reasons provided by under thirties for leaving their workplace is that ‘they don’t care about me’.

2. Let them know ‘You’re a Leader and also a Coach’. Talk and act in a way that is committed to developing individuals and remember that when individual development needs are incongruent with the business needs, it may be time to discuss other future job opportunities with the individual. When you give them feedback, do it on the basis of an improvement discussion, not a criticism. Most importantly, keep the conversations about development going throughout the whole year, not just at appraisal time.

3. When possible, find out what they think, before saying what you think. In meetings try the rule of thumb of letting two people share their view before you do.

4. When possible, tell them that they’re doing something good. Often as managers we can easily end up telling people what they don’t do right as opposed to what they do well.

5. Be consistent and fair across the team. Most people don’t want to work for an organisation that is inconsistent in its expectations or messages. This includes ensuring a consistent message from management (not undermining or blaming other managers for implementing strategies that you may not personally agree with) and treating people without favour across the team. Remember having people you like better than others is natural. Showing it is unacceptable.

6. Be clear about objectives and strategies. Educated people expect to know where it’s all going both for themselves and the organisation! ‘Directionless’ is a common complaint of the out-going dissatisfied employee.

The Pay Factor

Much research indicates that pay is only a satisfier and is unlikely to be a ‘holding’ factor for an employee in a competitive market. iHR’s research through its surveys support this time and time again. Turning to pay rates as a solution is an attempt to deal with a complex issue in a superficial way. If the organisation has money, paying people requires a lot less effort than adjusting complex elements of workplace culture such as leader behaviour.

Thailand - May 19 2010

2010-05-19T06:55:00.000-07:00

It’s been an amazing day in Bangkok. Tragic and dangerous. Right at this moment I am in my room unable to walk out of my hotel because the government has understandably called a curfew as of 8pm. Two km from my Hotel one of Asia’s largest shopping malls is in flames. After midday I started hearing numerous explosions as a small group of protestors fuelled by anger made their way out of protest site. I must admit it was quite chilling and surreal at the same time. The’ smokey’ sky, the smell of burning rubber tyres and clatter of gun fire all made for the sounds of a war zone.
I have spent the day trying to concentrate on work
I have been in Bangkok taking leadership programs that we probably should have cancelled due to the situation but my staff have worked hard to get some excellent contracts. I knew if we possibly could, we should do it! After two weeks of being unable to get into our office, my staff deserved a break and for me to show some leadership. To be honest the first few days I was here i felt like the media coverage was extremely exaggerated. But today as the army went into the protester zone, it took a more explosive turn.
I arrived on Saturday and we ran a great public program on Monday and Tuesday with seven executives. Was supposed to be 16 but the number dwindled due to conditions. It was great! It was like my staff and the participants joined hands and said we won’t stop talking leadership when Thailand so badly needs effective business leaders willing to build the talents of their people. We had an amazing two days learning and talking about what it was like to be an effective foreign business leader in Thailand. We decided clearly that a major role for us all was to coach the next generation of business leaders. Not because we are more talented than the Thai business leaders, but simply because we had so many diverse experiences that can be of help. So to those great people and managers from Kone, Fisher and Paykel and Bangkok Hospital who took time out in this pressure situation and had the courage to drive from point A to our program - Thank you.
Next week I will have the pleasure of talking leadership with senior managers from Thailand Petro giant PTTEP.
And as for Thailand I hope the outcome is an immediate concentration on creating an environment where in 25 years, more people from all backgrounds believe they have a right and opportunity to succeed.

Workplace Coaching = Work in Progress

2010-05-19T05:59:00.000-07:00

In recent years I have got great joy watching successful sporting coaches of young teams who have been able to extract positives from the worst of situations simply because they have an eye on the long term development of their people. I have listened intently to them deal with media after a team loss as they explain that the players will learn from the experience. I have rarely heard them proportioning blame on an individual or belittling or humiliating a player who was well and truly beaten by their opponent on the day. I have marvelled at their ability to speak about how the players were ‘disappointed in themselves’ because they were are unable to finish off their opponents and win the game. And rarely has that successful modern coach lost their cool at probing media questions that would have angered the best of us. They have stood their ground but not exploded. I am becoming more sure modern leadership is not only about self control but also perspective. Perspective based on a plan that focuses on team and individual development as a lever to attaining success.
A long way from sporting fields a young lawyer is called to the managing partner’s office. A document containing privileged information has been sent from her email to the wrong address. ‘You understand that you have embarrassed the organisation don’t you?’ He bellows. ‘Yes I do’ she replies with head in hands,’ As per your employment agreement I will give you a formal warning so feel free to bring a witness at 10am tomorrow morning’ he explains handing her a draft of the written warning, ‘Here?’ she asks in relation to the location of the meeting. ‘Where do you think?’ he retorts then mutters, “The ladies toilets.?’ Looking dispirited the young lawyer leaves the office. The experience leaves her paralysed unable to continue in her role at the law firm from which she resigns and escapes to study a masters degree in International Business while taking a part time internship at a major chemical manufacturing firm. After six months she wins a high achiever award and is placed on the organisations international high performance program, Her ten year goal is to be CEO of an exploration company. She regards the experience at the law firm as ‘a lost opportunity for them and a turning point for herself. The Managing Partner continues in his role.

Committing to the development of people is an essential part of leadership because leadership is very much a part of ‘future thinking’. Throughout the period of development people will make mistakes. It is just how it is. People who are learning new things; who are trying new things will sometimes get it wrong. The trick for any manager with an eye on the future is to keep the impact of mistakes in perspective. Furthermore , when serious mistakes are made, to get to the bottom of that mistake. So often mistakes are partly the result of a gap in the individuals development plan and nothing to do with capacity.
I have often found the moment of dealing with a mistake as an opportunity in building trusting relationships with people. Being patient, having the ‘we’ attitude as opposed to blaming and being able to say you trust an individual’s capacity after it has ‘gone wrong’. It can be one of the most empowering experiences if you sincerely believe in a staff members potential to say ‘....I still have a lot of trust in you.’

Ultimately for managers, the key factor is to think like a coach. As coaches we are in the business of managing potential ability to real ability.

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Thailand Employee Survey Shows Interesting Results

2010-01-29T00:22:00.000-08:00

I was in Bangkok this week to release our 2009/10 iHR Asia Business Leadership survey. This annual survey showed some very interesting results and will be of great assistance to management in Thailand in strategic HR planning activities. Did you know that professional generation Y employees value teamwork and cooperation more than most other factors in their workplace and that over 45 year olds value professional development? I also found it interesting that in general Thai professional employees value job security and stability at number one. And as long as salaries are eqitable they are not the most importand satisfaction characteristic.

This survey should not be missed by any Thai organisation or company doing business in Thailand. It also provides a good insight into the survey sevices offered by iHR Asia in Thailand-both in Thai and English.

You can find the results at our iHR Asia website at http://www.ihrasia.net/products/newsletter.htm

PROTECTION NEEDED FOR AUSTRALIA’S WORKFORCE OF THE FUTURE

2010-01-21T22:42:00.000-08:00

Allegations of racial vilification against Indian students continue to plague Australia. In my view it is likely that there is racist behaviour against Indian students occurring in many countries, including Australia. But it is hardly indemic and is not necessarily focused on Indian students alone. No person deserves to be vilified on the basis of Race, Sex, or Medical condition. I had a taste of it last year working in Bangkok (The location of iHR Asia head office). My secretary was courteously ushering me into a taxi that was to take me to the airport. As I fumbled with my luggage an impatient woman stuck behind the taxi screamed from her beautiful black Mercedes at my secretary in Thai ‘Hurry up you Farang (foreign) f*****g whore.’ My secretary (who is Thai and was dressed in her business suit) was shocked. So was I. In my view Thailand has a tremendously accepting and welcoming disposition for people from other lands. There is, however, a minority element of that society who don’t want foreigners threatening traditional life and sometimes that results in behaviour that could be perceived as racist. Same goes for Australia. But the behaviour is not widespread and the Australian culture continues to be one where there is a natural and deep commitment to 'Fair Go Mate'.

The hysteria breaking out in India is understandable but misleading. Indians would be excused for believing it is dangerous to show their face in public in Melbourne. My Indian friends would disagree. In fact they are adament that living in Australia is both safe and the best thing they have ever done. No one will ever be able to say for sure whether or not a young Indian man walking through a park in west Footscray (inner eastern Melbourne) was bashed to death on the grounds of his nationality. But many of us suspect his nationality made him vulnerable.
But was it a direct or indirect result of his nationality? Was it because those who set upon him had a deep resentment for Indian people or was he the victim of being an international student who was not informed that walking through such a park in the middle of the night was dangerous-even in Melbourne. Is the problem with Indian students about racial hatred or simply their lifestyles. Young students trying to make the best of their lives. Working in part-time jobs late at night. Returning from student parties not knowing that there are areas that displaying over exuberance is dangerous for anyone. Not knowing that there are some places you just dont walk. Are their challenges the same faced by any Australian, the difference being that they are simply uninformed?

Racism exists in every society and we should never agree to live with it. We must be determined to limit it. We must also acknowledge that it does occur and not pretend otherwise. Especially when there is an intense inflow of a new nationality. However, we must also acknowledge that this problem has not been properly researched and if it has, no one has a copy of the paper!

There is, however, one thing I do know for sure. It is important for the Australian universities (whose business it is to attract and educate international students) to be totally serious about providing meaningful induction and life skills training for students. Important to warn students about the dangers of walking through parks in the early hours of the morning. Important to acknowledge students need a lot of nurturing for at least their first 12 months studying in Australia. Important to act like the responsible hosts they should be. This is not an Australian government issue. This is a university issue that has become an Australian government issue. In all the media coverage recently I have heard little about the responsibilities these institutions should have for ensuring the welfare of these many young people. Institutions are happy to take the money (some of it extortionate) so ‘for Australia’s sake’ let’s protect the students. And incidently, they are our workforce of the future !

Old fashioned Anti-Discrimination/Workplace Bullying Training - Don’t Waste Your Time!

2009-11-17T20:29:00.000-08:00

On a dark stormy day in December 1996 I was faced with the challenge of doing some ‘team building’ training with a group of disenchanted, disengaged and dispirited employees from a major corporate organisation. They didn’t want to be there and neither did I. I delivered the first training of two days with a strained nervous smile on my face. It went ok.

The second day started slowly but then took a turn when an aggressive and angry young woman started to question what the purpose of the program was when their manager was a ‘serial corporate womaniser’. The discussion became more and more personal and animated as different employees poured out tales of corporate and management ‘misdemeanours’ that had left them apparently with no good reason to work. “Why should we give ourselves when they treat us like crap!” -said the young angry woman. (Maybe because they pay you 30% higher for processing pay than most other industries?). She continued – “Anyway, why do you think none of the bastards treat us (the team) with any respect?” At that moment I realised that she didn’t get it. She didn’t see how a three year long record of appalling behaviour from team members had alienated them from the other seven processing teams and made them the bane of senior management. Neither could she see how her team had contributed to a culture of mistrust and antagonism. This was blindness and somehow I needed to lift the blind fold. Lunchtime arrived and I had forty minutes to build a strategy.

Over lunch I wrote a role play; the script was set about a disaffected employee who treats other peers badly when under pressure. It was a script about an employee who behaved like a bully. It was a revelation. That afternoon, after a team member and i performed the script with gusto and commitment, we talked deeply about bad behaviour. We explored the reasons why this disengaged and dispirited team felt the way it did. We talked about how their behaviour with other teams on the floor should be to make things work. We even rewrote the script to show what engaged behaviour could look like. That was the afternoon I decided that any serious training about the impacts of behaviour could not be facilitated using overheads and manuals.

A few months later I met with an operations manager from Pilkington Australia. He was keen to train his supervisors about preventing and managing workplace bullying and unlawful discrimination. “I want something that won’t send them to sleep” he said firmly, then adding “I don’t know whether that’s possible”. Six weeks later iHR Australia ran its first anti-discrimination / workplace bullying training using actors and a facilitator. Pilkington’s commitment was exceptional and they maintained regular training sessions over the next 3 years with iHR Australia.

These days I am convinced that if you are in the business of changing or aligning team or organisational behaviour, you would be wasting your money and time with anti-discrimination/workplace bullying briefings or other traditional training methods. In fact many employees and managers resent sessions run by lawyers and theorists that come from a legal or ‘social equity’ view.

On the other hand, when managers and employees observe behaviours acted out that breach government acts and, just as importantly, destroy work cultures, productivity and brand, they tend to take notice. There is a business and personal reason to watch. They see aggressive, humiliating or belittling behaviours that once looked nothing more than banter or a joke, for what they really are. Furthermore, they begin to distinguish between old fashioned healthy banter and behaviours that are potentially going to result in statutory fines or damages claims.

These days I don’t train in leadership or anti-discrimination/workplace bullying without my actors. I just don’t see the point. And my clients agree!

For information on iHR Australia’s training programs, please visit iHR Australia’s website.

Workplace Culture and Leadership - Not doing Business with Mates

2009-09-14T19:23:00.000-07:00

The other day one of my team members informed me that we had lost out on winning a major account. She believed that one of the major reasons for our replacement was due to the winning provider having a friendship with one of the Directors of this company. My team had been through a rigorous process to win the account, tailoring solutions to meet the client’s specific needs. Upon deciding we didn’t want to play games anymore, we withdrew and the account was lost. My team and I agreed that the relationship did not present a values alignment and after some short lived disappointment I spent some time contemplating a question I haven’t for a long time. ‘Are there still organisations winning business through boys clubs and ‘old school and society connections’? I am so naive! Of course there are.

iHR Asia/Australia is now 11 years old. We are experts in building leaders, workplace relations and specialist outsourced HR services across Australasia. I look at the iHR client list; great organisations that are leaders in technology, the petrochemical industry, government bodies, media and advertising, retail and wholesale, emergency services, health services, education, telecommunications, not–for-profit, manufacturing and personal services. Most interestingly, each of these organisations seem to have chosen iHR on its merits. No previous relationships, no major networking efforts and no boozy lunches. However, all of them have had one thing in common: a resounding commitment to workplace culture.

Is this a whinge? No, it’s a fact. I think I am proud of it! But the truth is I could never have started iHR on the basis of connections because I didn’t know that many people who were connected or wanted a friendship based on sharing connections. I have a close network of friends from very diverse backgrounds. Musicians, story tellers, doctors, unemployed nurses, directors, academics, gardeners, lawyers, judges, sales people, masseuses, CEO’s and teachers. If I had ever asked them if they could please suggest a good business contact they would have probably looked at me in disgust and never asked me for dinner again. Of course so many people legitimately start businesses on the back of long corporate lives, but I never really kept in touch with those from my past professional endeavours.

Actually, I think I am a lousy networker. Good friend but a lousy networker.

One thing I can say is that the iHR culture is one that ‘values good clients’. It has created a culture which still exists today; a culture where good professional relationships are valued. Nothing is taken for granted. We cherish every good relationship but are also welcome to let go of poisonous relationships because there are no personal feelings at risk. My people are not second guessing whether or not the Managing Director will be furious because they have conveyed a difficult point (in a nice way of course) to his best friend.

iHR also drives a culture that values honest achievement. A culture where a piece of work is won on the basis of a great training program or demonstration, a strong recommendation, a fine speech or some great advice over the telephone. This means that when we market we do it on the basis of performance which in our game is everything.

Some weeks ago iHR Asia won an account to work with a major US petro chemical firm based in Bangkok. I didn’t have much time to meet with them because I was required back in Sydney for a meeting. I offered to have a working lunch with them. Professionally and in the kindest of ways it was refused. Why? The organisations’ policy is not to engage external companies in ‘indulgent relationships’ that have the potential to compromise quality and professionalism. It was a breath of fresh air. A moment to cherish! A moment to say maybe those years of working hard to prove that we are so very competent will hold us in good stead for the future. What ever the case, I am sure we have lost plenty of work along the way given the MD’s lousy networking record.

Please feel comfortable sharing your comments regarding the importance of business networking as a means of winning the golden prize in 2009. We love reading your responses.

Can a Leader be Friends with their Team?

2009-07-28T17:34:00.000-07:00

The other day a supervisor participant in one of my leadership programs asked me ‘Can my team members also be my friends?’
My answer was ‘Do you have the capacity to be a convincing leader and a friend?’
Being a leader is ultimately about ones capacity to inspire another person or group of people to move from one point to another. To do this we have be convincing as a leader. We have to fulfill or surpass the leadership expectations of that person or group we intend to lead. Increasingly, those who work in modern professional workplaces expect their leaders to demonstrate a sense logic, fairness, objectivity, consistency and achievement. Why? Because education, especially the clear thinking element, has encouraged people to demand these qualities from leaders. Once upon a time, a workplace leader’s ‘acceptance’ was decided by achievement, decisiveness, forcefulness and/or social/hierarchical positioning.
The challenge of mixing friendship with leadership in the workplace thus becomes magnified by these expectations of logic, fairness, objectivity and consistency. For example Sarah misses out on her promotion to work peer Kevin who is close friends with Patrick the Supervisor. Patrick often openly speaks about his social escapades with Kevin to the team. Of course, Patrick is now faced with justifying the ‘promotion’ decision within the context of his friendship with Kevin. Immediately on the back foot, he is subjected to intense scrutiny by the wider team, perhaps faces unjustified criticism of unfairness and lack of objectivity. Suddenly team expectations are perceived (perhaps unfairly) to have been denied. Expectations not met or surpassed equals potentially de-motivated and disengaged team members. Now Patrick faces a problem because his capacity to inspire the vast majority of team members to follow him is reduced.
On the other hand you may argue that workplace leaders who are perceived to be ‘friends’ can, for a short time, be ‘convincing’ in a way that perhaps the less attached leader cannot. The ‘you’re my friend so I will follow you out of loyalty’ or perhaps ‘I know you so I trust you’ kind of thinking, overtime, watch that blind faith erode as team members’ who are not on the winning end of the managers decisions start to question the decision making’- overtly or covertly.
The convincing leader can be ‘friends’ with some workers and not others. Of course people in workplaces build bonds over time from which friendships emerge. Sometimes a leader was friends with a person before they became a leader or before they joined the organisation (stay tune for my forthcoming blog on 'Taking the Step’ especially for peers who become leaders). The convincing leader, however draws the lines so everyone in the workplace can see them. The lines become evident in their everyday behaviours. They don’t sit in their office or workspace with that friend day after day giggling, pontificating or in deep personal discussions. They don’t discuss those ‘you have to be my friend to know what I mean’ discussions throughout the work day. They don’t sit at the end of table for the whole of Harry’s farewell dinner with the ‘great friend’ laughing and chatting while members of the rest of the table are left to second guess the conversation.
Convincing leaders have thought about the consequences of their friendship. They probably have discussed the challenges of being a leader and a friend with the friend. When at work they are willing to be friendly with and show interest in all team members without favour. They are able to be transparent about their decision making. Convincing leaders in modern workplaces ‘move around the team’ like the great dinner host who ‘works the room’. They communicate with ALL team members, extrovert and introverts’ in a way they ALL feel like they matter.
There are few leaders that can or should be friends with everyone in their team. Simply because most people are discretionary beings. They make values based decisions about friendships. However we do have the opportunity of being a plausible leader to most by acting in line with expectations of what an effective leader is. Those expectations in the modern professional workplace tend to be based upon finding a balance between showing you care and are interested, and introducing and demonstrating what we call ‘professional’ boundaries.

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Defining Workplace Culture – The First Step

2009-06-09T16:40:00.000-07:00

Workplace Culture is the way we do things around here - and it creates a feeling that impacts on business performance, compliance, reputation and staff engagement.

I remember around the turn of the century I was doing a briefing (as a consultant) for a small team of executives from a professional firm. We were debating what actually is workplace bullying. Most of the senior team were getting passionately involved in the discussion. A female executive who was not so passionately involved and obviously quite annoyed about the time it was taking to discuss such a ‘ineffectual’ matter stood up and blurted ‘Actually all I want to know is how far I can go before we call it bullying’. Not an unreasonable question but perhaps it was the lack of thought and sarcastic tone in the delivery that drove me to react (and quite unprofessionally I may add) ‘Well how far do you want to go?’ I replied. Not surprisingly she responded: ‘Well that’s what we are paying you to tell us Stephen Bell-HR Expert!’ Suddenly I was caught in the battle. There were some smirks, giggles and ‘oh yeahs’ from one or two of the ten executives that were sitting around the table. All of a sudden I was being hit head on by ‘the way we do things around here.’

This was, in fact, an opportunity for the Regional Director to stand up and point to the organisational values. This was an opportunity for the HR executive to make a speech about making this an engaging workplace for people and the lines should be drawn by the value of our values. And then I, Stephen Bell (HR Expert!) could recite the definitions outlined in local OH&S guidelines. None of this happened. I did lamely recite the values probably with a quarter the conviction the Regional Director could have and encouraged them to turn to page 20 in their manuals where they could find the local definition of workplace bullying.

The Regional Director and HR Director remained relatively silent; the discussion lasted another 20 minutes before we all cordially shook hands and splintered off in our different directions to lead our very different lives. I left with a certain feeling about this organisation -‘Arrogant, undefined about behaviour and culture, aggressive and rudderless, lacking leadership.’ Perhaps unfair judgements, but real and powerful feelings for me. And if ‘that moment’ was indicative of the leadership behaviours, ‘arrogant, undefined about behaviour and culture, aggressive and lacking leadership’ become justifiable descriptions of the workplace culture. And in ‘that moment’ it was actually what was not said by the Regional Director and HR Director that was more powerful than what was actually spoken by the lady executive.

I also left that session with a resolve never to walk into a training session about workplace bullying and culture without ‘my actors’. Yes those actor friends of mine ensure people can see what we mean by ‘over the line’ rather than just discussing it. It was also then that I decided that iHR Australia and iHR Asia would start focusing on assisting organisations to properly define their workplace cultures so that leaders could properly articulate what was meant by a desirable, compliant and productive workplace culture that attracts the kind of people we want. More importantly my actors would give them the opportunity to see how they act every day has a direct impact on culture and subsequently on performance, compliance, reputation and staff engagement.

Defining workplace culture or the way we do things around here is an interesting process. It is about creating statements that align to organisational values but are more active. The workplace culture statement is an indicator of the pattern of behaviours we want to see. For example a workplace culture statement arising from the often articulated workplace value ‘Respect’ may be ‘We listen to and analyse the professional views of others’, ‘We listen to ideas and views from those around us or ‘We do not personally attack individuals when giving them professional feedback’. When developing ‘culture statements’ you may not cover every behaviour for every probable situation, but you leave leaders and employees within the organisation in no doubt what the ‘indicative behaviours’ of the organisations workplace culture are.

In general, organisations that are taking the time to clearly articulate what the workplace culture should look like are actually becoming strategic about workplace culture. That means recognising that workplace culture can be a driving factor in achieving organisational goals. They realise that culture can drive a range of important elements of the organisation. In order to explain the ‘business’ impacts of a good, bad or indifferent workplace culture I have identified three key workplace culture areas of impact. Simply I am saying that workplace culture impacts on:

Organisation, team and individual performance;
Brand perception for current and future employees, customers, stakeholders and business partners;
Compliance, in particular the organisations ability to comply with policies and regulations.

In my forthcoming articles I will explain exactly why I believe workplace culture should be part of the strategic agenda for organisations aiming for sustainable success.

In 2009 as we start to emerge from the economic recession brought upon predominantly by an industry, and subsequently, workplace cultures where the unacceptable often became acceptable it is interesting to ask ourselves where business cultures will find themselves in 2010.

Looking forward the danger is that leaders will feel compelled to immerse their organisations in practices that reduce risk and drive a conservative rigour that, will in turn, stifle workplace cultures once labelled innovative, responsive and entrepreneurial.