Steven Hoffman’s Post

🚨 Exciting Opportunity at Wellcome Trust -Join a global charitable foundation dedicated to improving health for everyone 🚨 At Wellcome Trust, they invest in research, develop policies, foster partnerships, and engage people to advocate for science and health. Over the next decade, They're committing £16bn to fund groundbreaking discoveries in life, health, and wellbeing while tackling three critical global health challenges: mental health, infectious disease, and climate & health. 💼 Role: Associate Director, Strategy This pivotal leadership role will head Wellcome’s Strategy team, driving: ✨ Organisation-wide strategy development, implementation, and evaluation. 📊 Setting standards for measuring the impact of Wellcome’s activities to inform decisions and foster learning. 🌟 Integration of Wellcome’s vision across initiatives for maximum global impact. #Leadership #Strategy #GlobalHealth #CharityJobs #Impact #WellcomeTrust

The most fundamental building block of #work the job could be hampering many organizations. Instead, many are now applying #skillsbasedmodels to meet the demand for agility, agency, and equity. For over a century, jobs have been the dominating structure for work—defining how work is done, by whom, how it is managed and led, and how workers are supported by every HR practice, from hiring to compensation to career progression to performance management. It’s so embedded in everything companies do that people rarely stop to question it at all. But confining work to standardized tasks done in a functional job, and then making all decisions about workers based on their job in the organizational hierarchy, hinders some of today’s most critical organizational objectives: organizational #agility, #growth, and #innovation; diversity, inclusion, and equity; and the ability to offer a positive workforce experience for people. In response, organizations are moving toward a whole new #operatingmodel for work and the workforce that places skills, more than jobs, at the center. According to a global Deloitte survey of more than 1,200 professionals, organizations are increasingly experimenting with what they hope is a better way. By decoupling some work from the job either by atomizing it into projects or tasks, or broadening it so it’s focused on problems to be solved, outcomes to be achieved, or value to be created people can be freed from being defined by their jobs and instead be seen as whole individuals with skills and capabilities that can be fluidly deployed to work matching their interests, as well as to evolving business priorities. And by basing people decisions on skills more than jobs, organizations can still have a scalable, manageable, and more equitable way of operating. This is now named a new operating model for work and the workforce “the skills-based organization.” https://lnkd.in/eYmugzsJ.

Driving Success Through Meaningful Purpose In today's rapidly evolving business landscape, a well-defined, values-based purpose can be a game-changer. But what exactly does this mean, and how can organisations harness the power of purpose to drive success? The Benefits of Purpose-Driven Business Recent research has shown that companies with a clear, values-based core purpose enjoy several significant advantages: Enhanced Focus: A clear purpose acts as a north star, guiding decision-making and strategy. Increased Employee Engagement: Employees find more meaning in their work when aligned with a greater purpose. Stronger Customer Loyalty: Customers are more likely to support businesses whose values align with their own. Improved Financial Performance: Purpose-driven companies often see better bottom-line results. The Rising Importance of Purpose It's no surprise that developing a purpose statement has become a top priority for many business leaders. Today's employees want to know that their work contributes to something meaningful beyond profit. The Challenge: Moving Beyond Words However, simply crafting a purpose statement and posting it on a company website isn't enough. Many organizations fall into this trap, expecting instant results from their newly minted purpose. But purpose is not a lever that can be easily pulled for immediate effect. The Real Power of Purpose Our research confirms that purpose exerts its power as a deeply held commitment shared throughout an organisation. It's not just a statement; it's a motivating force that drives action at all levels. When properly implemented, purpose shapes: Your organisation's identity Its role in the broader context of society and industry The reasons why that role is meaningful and valuable Implementing Purpose Effectively For purpose to make a real difference, it must change the way people operate within the organization. This means: Embedding purpose in culture: Make it a part of daily conversations and decision-making processes. Aligning strategies: Ensure that business #strategies and goals reflect the stated purpose. Empowering employees: Give team members the autonomy to act in alignment with the purpose. Measuring impact: Develop metrics that go beyond financial performance to track progress towards purpose-driven goals. The Bottom Line In an era where stakeholders demand more from businesses than ever before, purpose has become a critical differentiator. But it's not enough to simply have a purpose – it must be lived, breathed, and integrated into every aspect of the organisation. Companies that successfully harness the power of purpose don't just perform better; they become catalysts for positive change, creating value for shareholders while making a meaningful impact on the world. Are you ready to unlock the power of #purpose in your organisation?

Cultivating Organisational Health: The Secret Ingredient for Sustainable Success   Organisational health drives success with key strategies for boosting morale, productivity, and competitive advantage. Learn more about its benefits in our article. Take a look at this article written by Mark T. Fliegauf to learn more📖: https://lnkd.in/gQTqYZNd ===================== 👉Join Us For More Learning Content: https://lnkd.in/ggVY2BiS #FutureReady #KnowledgeSharing #Article #Blog #TheCapacitySpecialists

One of the strongest predictors of long term corporate performance, financial and otherwise, is a strong culture and the underlying health of the organization.  A research-based update of McKinsey's Organizational Health Index (OHI) has uncovered some major shifts in the underlying drivers of organizational effectiveness. We believe this is based on fundamental shifts in how to effectively lead and manage 21st century organizations. For instance, the research shows: 1. Having a compelling purpose is more important than ever; the "why" is as (or more) important than the "what". 2. Authoritative leadership is no longer effective. In the past, strong top-down authoritative styles were sometimes needed. No longer.  3. Facts, data and analysis matter when making decisions - and they matter most for new ventures and innovations where our intuition and pattern recognition are most biased. 4. Go beyond employee engagement to create enriching experiences where every employee can thrive 5. Capabilities must increasingly be tech-enabled, but unless there is a clear business case, investments in slick new technologies don't help. 6. Do the right thing. For-profit companies don't need to save the world, but employees, and organizational stakeholders broadly, want to work for and with companies that act responsibly. Those companies that do see real benefits in their organizational health and performance over time. Thanks to my co-authors Arne Gast, Drew Goldstein, Dickie Steele, James Rappaport and Nicolette Rainone, Ph.D.

Nearly half of UK managers feel overwhelmed by their job. This isn't just a statistic; it's a crisis in plain sight. For years, this issue has been lurking in the shadows of boardrooms and corner offices. Yet, here we are, still discussing it, still seemingly at square one. The question that begs to be asked is: why does this remain an unaddressed epidemic? The recent study highlighted by @company_peoplemanagementmag doesn't just shed light on the problem; it amplifies a cry for help that's been ignored for too long. It's a wake-up call that's been snoozed repeatedly. Why, in an era where innovation leaps forward by the minute, are our management support systems stuck in the past? Why do we persist with outdated models of leadership that clearly don't meet the needs of today's managers? The wellbeing of our managers isn't just about them; it's about the health of our organisations, the satisfaction of our employees, and the success of our businesses. Overwhelmed managers lead to underperforming teams, which in turn, lead to declining businesses. Leaders, it's time to listen, really listen. It's time to dismantle the archaic structures that no longer serve our needs and build an environment where managers are supported, nurtured, and valued. It's time to invest in not just the physical, but the mental and emotional wellbeing of those at the helm. We need to move beyond mere recognition of the problem. We need action, we need change, and we need it now. What are we waiting for? Let's use this as a catalyst for genuine, lasting transformation in the way we support our managers. I invite you to read the article, reflect on its implications, and join the conversation. What changes do you believe are necessary to support our leaders better? Share your thoughts, your experiences, and your suggestions. Together, we can turn the tide on this crisis. https://lnkd.in/e7ns74_B

🫶 How often do you prioritise self-care in your workday? In our latest blog, Rachel Davies discusses five ways to improve self-care without sacrificing your professional goals. From recognising stress signals to making time for yourself, these tips are crucial for long-term success. What’s your go-to self-care strategy? 👉 Read Rachel’s full blog here #Workplace #Wellbeing #SelfCare

Are you a quiz lover? Here's one from McKinsey & Company which focuses on Organisational Health. It is interesting to see the % of responses to the 8 questions. How will you fair?⬇️ McKinsey developed their OHI (Organisational Health Index) over 20 years ago and the metrics it uses are linked to work we do at TLRdynamics, so it is encouraging to read in their publications from earlier this year: 📈 Companies that had improved their OHI, saw a 18% increase in their EBITDA after one year With over 8 million respondents from 2,500 organisations across a range of geographies and industries, we trust that their data helps support the need for intervention, which is often overlooked or de-prioritised by many companies, as it is seen as 'intangible' or difficult to report, to reflect a true ROI. Although our defintion of Organisational Health may differ slightly to the criteria used by McKinsey, it echoes the sentiments of Patrick Lencioni founder to The Table Group who's work we greatly admire, that states: ❝ Organisational health is the single greatest competitive advantage in any business ❞ So how did you do in the quiz? To be honest, it is no so much about whether you got a question right or wrong, but the fact that this is being considered. #organisationalhealth #resilientdecisionmaking #leadership #businessimpact

Once you have attracted top professionals, the next crucial step is retention. It is about creating an environment where they feel valued, challenged, and supported. Here are some comprehensive strategies:

During my time with McKinsey & Company, the Organizational Health Index (OHI) was one of my favorite and most used tools enabling companies to sustainably improving their performance and health / culture.  Excited to read about these new insights, Aaron De Smet, about what organizatios should focus on these days.  #futureofwork #leadership #culture