New Health and Safety Representatives and Committees requirements proposed
The Health and Safety at Work Amendment Bill proposes to improve all workers access to Health and Safety Representatives and Committees.
The role of the board in productivity, people wellbeing, and burnout prevention.
Being too busy is endemic in organisations and burnout is now on the World Health Organisation’s official diseases list. COVID has placed wellbeing under the microscope.
Staying focused in an always-on-internet-connected world has our concentration at a slither. We hardly pause, running between meetings and our propensity to say yes to please or prove ourselves has us chronically overloaded.
Very few of us have been taught how to work sustainably – prioritising, sizing, and planning work with a focus on the few things that will make the most difference to progressing strategy.
Time leadership as a concept is the relentless focus across an organisation to balance conflicting demands and make timely choices and decisions, that are seen and experienced as purpose driven, values based, strategically focused, achievable and equitable.
Talent loves this.
Not paying attention to how people work is bad for people and business.
Recent research by Auckland University of Technology confirms:
An increase in moral injury experienced as a trauma response to workplace behaviours and inequities during COVID needs swift action as the pact between employers and employees changes.
On cue, The Great Resignation with borders opening and the opportunity for people to move away from what is not right in organisations, towards what is.
We can work sustainably and effectively.
Recognising there will always be more to do than time available and through a coordinated focus on leading change in systems, cultures, and ways of working that perpetuate the relentless pursuit of more, individuals and organisations will thrive.
At a time when talent is a scarce and discerning, there is no better time to act than now.
‘People’s tolerance of organisational nonsense has reached its limits, and a deeper desire for meaning and belonging has swelled’
Boards have a moral, legal, and ethical obligation to keep people safe, productive, and well. This includes workloads that are realistic and incentives to support positive, lasting change.
A board holding itself and management accountable for this is an antidote to inefficiency, ineffectiveness, unrealistic expectations, and organisational burnout. Strategies depend on it.
Boards have full time accountability for sustainable organisational performance in a part time capacity. They also have effective levers to achieve this:
Board members have more demands on their time than time available. They can do anything with their time but not everything. Effective board members:
Once delegated to the CEO, it is now the board’s role to oversee organisational culture, with its eyes and ears open:
A governance efficiency and effectiveness model can be found in the full article
Julie Hood CMInstD brings over thirty-years of leadership experience in a range of sectors to the gnarly human problem of busyness. With a focus on the interface between board and management she helps unravel and reform ways of working that lift performance and protect wellbeing in a sustainable way.
Julie’s underlying ethos ‘put your oxygen mask on first before helping others’ is based on evidence that transforming one transforms many.