Managing People – Contracts of employment take a great deal of thought

Managing People – Contracts of employment take a great deal of thought

Following on from yesterday’s post about the Psychological Contract, Annabel Kaye,  Irenicon – employment law in a mad world, thought you would find this video useful. It is about how employers make life so much tougher for themselves than it needs to be by using another organization’s contracts. And Annabel is right, many employers do not understand how important the right contract is  in setting up good performance management and employee relations for the future. One size really does not fit all, better to reflect the spirit of that organization’s particular psychological contract.

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link

         

Leadership – The Psychological Contract At Work

Work – Psychological contract

Leadership – The Psychological Contract At Work

This post discusses the theory of psychological contracts in the workplace and in the wider world outside work.

‘The Psychological Contract’ is increasingly relevant in workplace relationships.

The idea of Psychological Contract first emerged in the 1960s and it was widely discussed, particularly in the work of organizational and behavioral theorists Chris Argyris and Edgar Schein.

Many other experts have contributed ideas on the subject since then, and they continue to do so, either specifically focusing on the Psychological Contract, or approaching it from a particular or new perspective.   The Psychological Contract means many things to different people – it is open to a range of interpretations and theoretical studies.

Usually, the Psychological Contract refers to the relationship between an employer and their employees, and it relates to their concerns and their mutual expectations of that relationship, in terms of what each will put in and receive.

The Psychological Contract is usually seen from the standpoint or expectations of employees, although to understand it properly means you need to see it from both sides.

At its simplest, at work, the Psychological Contract is about fairness or balance. What can reasonably be expected! How will the employee be treated by the employer?  What will the employee put into the job? What will be the reward?

The closer you look at the real nature of the contract in any particular organization, the more complicated it becomes; there will be  unwritten “rules” and “expectations” on both sides.

The whole thing becomes more complicated when the organization is in change or when the outside environment intrudes – such as in times of recession when the employer’s ability to reward may be limited.

Of course, the theory and principles of the Psychological Contract can also be applied beyond the employment situation to human relationships, wider society and certainly in the world of politics between leaders and those led.

The concept of the Psychological Contract is still continuing to develop and it certainly is not recognized in all organizations.  It is even less well understood in the world outside work.

But respect, compassion, trust, empathy, fairness and objectivity – qualities that characterize the Psychological Contract, are worth the regard and respect of all of us, inside work and out.

contract

Leading From Within

“For me, leadership is a shared responsibility for creating a better world in which to live and work.  It manifests in our passion to engage others in bringing about purposeful change.” Leading From Within – Nancy Huber

Harvard Business Review on the Mind of the Leader

Emotion is not always given its due importance in leadership literature.

This is what the Harvard Business Review  has to say about ‘The mind of the Leader’:

“If you are looking for leaders, how can you identify people who are motivated by the drive to achieve rather than by external rewards? The first sign is a passion for the work itself — such people seek out creative challenges, love to learn and take great pride in a job well done. They also display an unflagging energy to do things better and are forever raising the performance bar.”

Since we can’t all lead, all the time, it is emotion – passion for a particular work – more than intelligence – that can help us find who has the potential for leadership.

Characteristics of the Heart

There are four characteristics which Nancy Huber – responsible for the top quote –  considers to be the foundation of good leadership.    They are not traits which you are either born with or not. Nor are they attributes that you might acquire by learning more about them!

Nancy believes these essential leader characteristics are choices that we make.

She believes exemplary leaders choose to be passionate, authentic, credible, and ethical.

  • Purpose and passion go hand in hand. To be an effective leader, you must first care. When you care deeply, you have the fire inside that will sustain you through difficult times.
  • To be authentic is to be genuine.  We speak from our own to the hearts of others and we are consistent.  This means in our relationships we are genuine and trustworthy.
  • Credibility means you do what you say you will do. It begins with being authentic and is manifested in the actions that you promise and deliver. You are accountable for what you say you will do.
  • Ethical leaders have human worth and dignity at the centre of their value system. They make decisions and take action in accord with these deeply held values and beliefs.

Know who you are!

Being a leader means knowing who you are at the deepest level, choosing to have the right values and acting on those values in your working, as well as your private, life.

Wendy Mason works as a Coach, Consultant and Writer. 

She works with all kinds of people going through many different kinds of personal and career change, particularly those;

  • looking for work
  • looking for promotion or newly promoted
  • moving between Public and Private Sectors
  • facing redundancy
  • moving into retirement
  • wanting to do a mid-life review

You can contact Wendy at wendymason@wisewolfconsulting.com  or ring ++44 (0)2084610114

Share