As things change in business so too do answers, actions, and attitudes - or at least they should!
Sadly, in the rapidly evolving economy and marketplace many philosophies, goals, strategies, tactics, and business plans have remained static. In some instances, because of the vagaries of market forces, some have devolved into inertia.
The recent third tranche of the Closing Loopholes Act, which included the specific provision for employees to invoke the right to disconnect, highlights a series of major and concerning issues.
Employees have the right to turn off or not respond to, read, or monitor contacts initiated by employers or third parties. They cannot be disciplined or dismissed for refusing contact outside of normal working hours.
Employers or their authorised agents have the right to initiate contact where and when circumstances are reasonable.
In a number of dimensions that template and set of parameters are vague, and difficult to deploy, monitor and measure. What exactly is normal and reasonable?
It’s important to remember that in business, rules are for guidance and not obedience.
Be productive!
Broadly speaking, Australia and its many businesses have for some time suffered from poor and falling productivity. It has impacted profitability, competitiveness, and inflation.
The recent legislation does not address or redress this and several related pressing matters.
It will add more layers of bureaucracy to processes, adding to costs and time.
A fundamental flaw is the insensitivity and incompetence of politicians who appear to lack an appreciation of the unintended consequences of additional rules and regulations.
Businesses need less, not more, of both! Enhancing and accelerating productivity is the foremost need – both recognised and unrecognised - of society, the economy and commerce.
Improving productivity is a priority, if not an imperative.
Effective leadership has been subjected to many and varied forces since 1982, when the book, ‘In Search of Excellence’ was first published by Robert H. Waterman Jr. and Tom Peters.
It's a popular book that examines the art and science of management used by several companies in the 1980s.
Globalism, technology, digitisation, social media, innovation and, more recently, artificial intelligence have added to the complexities of delegation, transparency, accountability, and responsibility.
The ‘NOW generation’ expects immediacy from the businesses they interact with, and that is without mentioning instant gratification. This is an experience I have no doubt most if not all jewellery retailers in Australia will know well.
For many business owners, that means the need to reconnect, re-engage and respond, now. The first step is to reach out, not retreat. Job security and growth demand it. Business is like life. In the words of the late Beatle, John Lennon: “Life is what happens, while you are busy making other plans.”
It is rare to anticipate, influence or determine the future. Therefore, the need exists to be open, receptive, and responsive to ensure and ultimately to fit.
Restrictive choices
Rules, regulations, and legislations often restrain, constrain and limit freedom, choice and originality.
Dynamism implies rules, typically scripted, and evoked in the past, have little relevance and resonance. Accordingly, the consequences are seldom binary.
There is no right or wrong!
Performance measures, absolute and relative, are subjective and often projective. One key measure appears to have a universal application - productivity.
Securing consensus, understanding, and commitment to this idealised state, goal or outcome is imperative.
All related and consequential thoughts, actions and outcomes will be considered fair and reasonable. No need for documented legislation, rules, or regulations. Integration, cohesion, and malleability will ensure currency and an acceptable and beneficial state to all.
In-built flexibility: The COVID-19 pandemic and related ‘working from home’ practices necessitated and facilitated flexibility, choice, understanding and tolerance by employers and employees.
To differing degrees, most if not all participants considered themselves to be winners due to the circumstances of the pandemic.
However, it must be said that cultures, relationships, cohesion, and integration did suffer as a result. Not surprisingly, once the external causal factor waned, employers, and managers sought an outright or increased return to work within company and entity practices.
It was in a very specific form, the right and need to connect. The answers do not lie in legislation! Nor will they be found in regulation, monitoring, enforcement, or the application of penalties.
Guidance, with the implicit presence of respect, tolerance and understanding, is more positive and acceptable to all, than finite, inflexible demands for obedience.
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