Agility in Mind submitted a submission about developing a leadership capacity through inclusive facilitation presenting our Inclusive Facilitations Playbook and a case study of how we used them during the preparation and delivery of a leadership training programme at a UK deaf charity.
The DLCC event sold out within a few months and provided a waiting list. However, we wanted to share some of our key takeaways we captured throughout the day:
- Organisations that last: have stable cores but allow/encourage disruption at the fringes; they have a long-term outlook; and a guiding purpose.
- Wellness has continued to drop since covid. Work is harder, and there are more distractions.
- Young workforces are less tolerant of bad employment practices.
- Leaders score higher in wellness than their employees.
- 100% working at home causes networks to dry up, causing isolation. However, remote work tends to be better for introverts and reduces corridors of power.
- Employees need a diary and location choice. – There were a couple of “aha” moments… one of the presenters cited some research that measured employee wellness for:
- People that worked from home
- People that worked from the office
It turned out that there wasn’t much difference. However, there was a significant increase in wellness for people that had a level of choice between these options.
- Open plan was an industrial revolution idea that instils command and control.
- Healthy organisations are “fun”.
- Innovation requires Amenity, Collaboration and Serendipity. the latter has not been replicated remotely.
- In most organisations, the CFO is running them through spending and controls. There is a slow shift of power to HR
- Sporting and military metaphors perpetuate (incorrect) beliefs about leadership. (And they are white male-dominated.)
- Improving engagement simultaneously reduces stress.
- Engagement and wellness interventions need to target teams to form collective experience and camaraderie.
- The impact of team building only last two weeks
- Levels of fulfilment and satisfaction measured in:
- Self-employed/sole traders
- Middle managers
- Senior managers
- CEOs and MDs
The self-employed and CEOs scored best in the sample, which the presenter attributed to more choice and autonomy.
As a general theme from the conference as a whole, from the perspective of academics in business schools: Wellness, mental health, employee retention, and leader’s roles in this. These are significant themes that are being taken more seriously and will continue to grow.