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  • Raúl González García 9:00 am on August 20, 2013 Permalink | Reply
    Tags: , organizational culture,   

    Motivational management and ways for motivating your team 

    Estimated reading time: 5 minutes

    1. Encourage intrinsic motivation

    What drives us from within is to do things that satisfy us. For example:

    • Feeling that the work we do is valued
    • Feeling of control over our work
    • Being able to use our own resources and skills
    • Feeling of belonging and participation in a group
    • Being able to decide about our own work
    • Being able to learn and develop new skills and competences

    Intrinsic motivation doesn’t have as explosive an effect in the short term as extrinsic motivation (salary incentives, bonuses, etc), but it has a more profound effect in the long term. People who show a higher level of intrinsic motivation are also those who have better performance, become more involved in the company and make more suggestions. It is the most effective way to generate commitment and responsibility.

    (More …)

     
  • Matthieu Pinauldt 9:00 am on August 15, 2013 Permalink | Reply
    Tags: , , , , organizational culture   

    [INFOGRAPHIC] An Enterprise Social Network to align your corporate culture 

    Estimated reading time: 3 minutes

    All companies need to have a strong corporate culture recognized by its employees. Discover how an Enterprise Social Network can help you to install a shared culture in your organization and its benefits.

    Matthieu Pinauldt (@mattpinauldt) is Marketing Manager at Zyncro Francia. After several experiences in major enterprises and becoming a business owner, he joined the Zyncro team to help develop the brand internationally. With a Master’s degree in Technology and Innovation Management from the Université Paris Dauphine, in conjunction with ENS Cachan and Mines Paritech, he specializes in Social Networks and issues linked with innovation.


     
  • Denisse Caballero 9:00 am on August 2, 2013 Permalink | Reply
    Tags: , , , , , , , organizational culture,   

    5 recommendations to build engagement and loyalty in customers and teams 

    Estimated reading time: 3 minutes

    engagement y fidelizacionEngagement is becoming more relevant in the growth of a brand. Brands need not only to interact with customers, but also with contractors, suppliers, and employees in order to build loyalty, meaning collaboration and communication tools are essential.

    1. Generate interesting content. The main motor that drives consumers is interest and a way of motivating teams is ongoing learning. Keep your audience interested, be active and remember that attraction is key in deciding.
    2. Converse with your customers and employees; address their needs. Show empathy and respond to the needs of your audience, dialog. A satisfied customer can generate up to twenty-five new customers.
    3. Make them know they are part of the brand. Involve them and show your team the importance they hold within the company . Let them know you are committed to them, you share their achievements and give them as much information as possible regarding the brand’s objectives and goals.
    4. Reward and thank their commitment. Give them benefits, celebrate with them, allow them to have access to things that with another brand they couldn’t get; create loyalty programs.
    5. Don’t neglect your customers, and even less so your team. Assess their level of satisfaction and find possible faults to correct them. If you keep them up to date and follow up on their needs, you’ll have loyal consumers and employees. Remember a satisified customer will recount their positive experiences to an average of three other people, while a dissatisfied one tells nine.

    Denisse Caballero is Publisher Director at Soicos LATAM, managing campaigns for Telefónica MoviStar, Ford, Bayer and Adidas. With 10 years’ experience in Team Management and Planning, she constantly evolves finding new practices and actions for brands, customers, and teams.

    At Zyncro we know that loyalty is a key factor for your company. For this reason, we offer you all the collaboration and communication tools you need to communicate. Still haven’t tried Zyncro? What are you waiting?

     

     
  • María Teresa Farfán 9:00 am on May 27, 2013 Permalink | Reply
    Tags: , , , organizational culture,   

    Improve your organizational culture in 8 steps 

    Estimated reading time: 7 minutes

    Organization culture is the values, habits, traditions, feelings, etc. that certain groups share within the organization and represents the unwritten rules that guide employees’ daily behavior.

    If the organizational culture is aligned with the objectives, it can help to achieve these objectives more efficiently and effectively. For this, it is important to take the culture into account when measuring or planning business objectives.

    The organizational culture is the face of the company, comprised of basic elements:

    – Shared values and beliefs. Affirmations of what is right and wrong in the organization and the consequences that the actions of each element making up the organization have. They define the expected behavior and are shared by most members.
    – Own identity. The way in which employees identify themselves, providing them a specificity, identity and coherence towards the outside.
    – Persistence. Although it evolves constantly, it is resistant to brusque changes.

    Apart from these basic elements, there are differences between the culture in each organization in which each individual has a certain level of responsibility, freedom or even independence to assume risks or that ensures innovation, taking into account the number and quantity of rules with which employees’ behavior is governed.

    Each organization also differs due to the level of identification of its members with other members and how they relate to each other. Is there any favoritism? In terms of the services, is there any discrimination? Are employees perceived to be honest and hard-working? Do employees communicate among themselves? What is the customer service like? And even, what is projected from the employees when you enter the company’s buildings?

    If you want to improve the organizational culture, there are a number of basic points for achieving it:

    1. Answer basic questions. What culture would you like there to be in your company? How do you want the company to be seen by others? How would you like employees to interact among themselves? These are the questions that you need to answer to know what direction to take.

    2. Ask your own employees What would they improve in the company? How would they like to be seen? What would make them feel at ease? Take into account the comments they share with you.

    3. Don’t be afraid of criticism. Many people are afraid of change and probably will oppose any reformist ideas you present. Don’t pay too much importance to them and let the change flow.

    4. Plan. All changes need a plan of action; find or create a plan that best suits your requirements and find a way to get the most out of it.

    5. Act. Don’t waste time and get the plans rolling; if they don’t turn out like you planned, change the direction and put it into motion. Don’t be afraid of errors and let you and your team leave the comfort zone.

    6. Communicate. Since you have taken the opinions of your team into account, communicate the actions to be taken to them and allow them to digest the changes.

    7. Be patient. Don’t expect them to get used to it in a day, don’t seek radical changes in a short time either. Gradually you will start to see the difference without having to pressurize.

    8. Be the example. You can’t ask your employees to be honest and encompassing if you and the other executives in your company aren’t. Lead by example and behave in the way you want “your company” to behave.

    Ma. Teresa Farfán (@MomBita) is a psychologist graduate from UNAM, with experience in practising psychology both publically and privately in which she seeks an ethical practice and in favor of improving the quality of life and ensuring an integral experience of those with whom she works, be it individuals or companies, looking for teamwork, professionalization, and standardization She has experience in the area of culture, organizational communication, consumer and sales psychology. She participates actively in social undertakings such as Átomo Educativo and is co-founder of khÜn Psicología, a company that seeks to bring psychology to companies and individuals with a multi-disciplinary approach.

     
  • Dioni Nespral 9:00 am on May 15, 2013 Permalink | Reply
    Tags: , , , organizational culture, , , social technologies   

    The Business Revolution is called Social Business 

    Estimated reading time: 8 minutes

    Editor’s note: Today we would like to start by welcoming a new contributor on our blog. Dioni Nespral (@dioninespral) is Social Business and Digital Innovation Manager at everis. Dioni is an expert in business innovation and sociodigital strategy. With a degree in Business Administration and Management from the Universidad Antonio de Nebrija, he also holds an Executive MBA from the Instituto de Empresa and a Master’s degree in Marketing and Sales Management from the ESIC.

    Fear of change is universal and has been around since the dawning of time. No one likes their surroundings to change and we all dream of the greatest stability possible. However, the era in which we live is established in permanent change and with a differential feature: the speed of change is exponential. Nothing happens at “our own speed”, everything takes place dynamically and somewhat unpredictably. It is the greatest challenge of our era: we live in a world that is instantaneous.

    I’m sure you’ll have heard of many executives talking about growth, improvement, change, and even innovation. You’ll have heard about it on numerous occasions, but are we really getting the best out of our organizations? Are we getting the maximum potential of the people and the talent who work with us? The answer is obvious: No. A big No at that. Once again, we can’t see the wood for the trees. And the wood is immense.

    In such dynamic environments, leadership with a clear vision and an ordered administration is required. We have created fans of the perfect administration that have gradually destroyed (and continue to destroy) different visions that enable us to face incremental changes. The vision-administration mix is more than advisable, because we have become too used to the organization prepared for “no-change” in a world of constant chaos. I suspect that many organizations are not reflected by these words and are looking to start to change towards incremental improvement, growth, diversity, and perhaps, towards innovation.

    A connected society commands a socio-connected organization

    Social Business emerges as one of the greatest solutions for achieving greater speed in companies. When living in such a connected environment, adaptation is essential, and adopting solutions based on the Network philosophy and social technology is the driving force. The speed of change in companies is becoming faster. The behavior of users, citizens, customers, in short, people, is changing in gigantic leaps and this means organizations need to have open constant bridges of connection that are flexible and dynamic.

    Out of this arises the socio-connected organization, which must be one before appearing to be one. Its members need to be connected, it needs to be collaborative, open, digital and innovative. And obviously, in tune with its market’s demands. A company from a dynamic sector is not the same as one in a more traditional market, and hence, the speed of change is slower. Knowing the right speed helps to move fluidly on the business highway of each market.

    And yes, it’s about people. It seems obvious, but change won’t take place if we don’t put talent at the center of our organizations. How easy it is to say this and how complicated it is to put this into practice. This is understandable, as no one has taught us to do this. At the center of the organization, there always needed to be processes, standards, protocols, management. Now, when we look inwards, and try to find how to drive our talent, we don’t know how to do it, because we need to place differential elements that are not as predictable and much less manageable at the center. But that is our challenge and the pending (r)evolution.

    Social Business affects strategy, culture, processes, people, and technology. The impact of the social side is so strong that it reaches each and every corner of the organization, requiring a single sociodigital implementation model for each case.

    Social technologies together with open, horizontal, collaborative and connected communication enable, when used in the company, its adaptation to traditional processes in the organization, favoring tangible benefits like for example, reduced number of processes, improved customer service, generate incremental ideas and innovations, unveil differential talent or intelligent knowledge in the behavior of customers thanks to the analysis of their experience and processing relevant data.

    Initially, changes are organizational and cultural, as the first major decision is to look inwards and promote level structures where people can connect and communicate more easily. Because most new ideas, those that lead to innovation and enable incremental changes, come from the people in the organization. And these individuals need to find a highway that provides a constant and adequate flow.

    Welcome to the next revolution. Welcome to Social Business.

     

     
  • Raúl González García 9:00 am on May 9, 2013 Permalink | Reply
    Tags: , , , , organizational culture   

    Leadership of the Future 

    Estimated reading time: 3 minutes

    Leadership of the Future

    Five ideas to envisage leadership of the future from new leadership trends:

    1. From an individual-centered focus, we have gone towards the team, and from the team, to the network. The leadership of the future will be shared: in organizations of the future, everyone will be leaders.

    2. Leadership cannot be boiled down to a set of prefabricated formulas that are used for all organizations, it requires continuous training and the ability to adapt and improvise. Leadership will be more like dancing as a group instead of mathematics.

    3. Leading will be synonym of empowering, the best leaders will be ones who transform their followers into leaders.

    4. The traditional workplace will be transformed into a collaboration 2.0 environment and the leadership of the future will be somewhat similar to the influence that some users have in internet forums. The main leadership 2.0 competences will be the ability to generate participation and trust, micro-blogging, tolerate ambiguity, share openly, and to help achieve a ‘netarchical’ organization.

    5. If work is permeated with Social Networking values and attitudes, people will lose the fear of making mistakes, exploring, participating, sharing, making decisions, taking risks, being creative or contributing new ideas. People won’t have the usual fears found in traditional companies and won’t need to be directed, they will be used to generating collective intelligence and leadership through digital participation infrastructures.

    To sum up, leadership of the future will be necessarily collective: people won’t know how to interact otherwise.

    “The best way to predict the future is to create it” – Peter Drucker

    Raúl González (@coachingcritico) is a certified coach (ICF) and holds a Master in Work and Organizational Psychology from Mälardalen University (Sweden), specialized in participation, organizational sociology, and coaching-based leadership. He has collaborated as a coach and trainer in organizations around the world, and is author of the blog coachingcritico.com, a space continuously investigating the way in which coaching and other trends are transforming learning and collaboration in all types of organizations.

     

     
  • Pablo Fuentes 9:00 am on February 13, 2013 Permalink | Reply
    Tags: , , , organizational culture   

    Four keys for managing corporate culture 

    Estimated reading time: 4 minutes

    Martin, an employee like any other, inspected the promotional gift (merchandising) HR had left on his desk indifferently. This time it was a T-shirt blazed with “Our Vision and Our Goals”. A few weeks ago, it was a stress ball pimped with “Our values”. Martin didn’t know who he would give this one to.

    Corporate culture, thought Martin. Two words in furor in companies these days which are frequently forgotten in a browser tab or on posters no one sees. Yet there are companies that know how to manage corporate culture, that are successful and competitive.

    So what are the keys that make Corporate Culture in capitals stand out from a mere internal marketing campaign (endomarketing)? Martin checked out the relatoscorporativos.com blog and found the response, four keys for managing corporate culture:

    1. A clear, measurable vision: defining with clarity who we are, what we do and how we will be competitive and profitable in a sustainable way. This vision is based on a mission with specific strategies and goals, which are, of course, communicated with clarity both within and outside the company.

    2. A solid leadership: Sumantra Ghoshal’s quote stays with me: “You can’t manage third generation strategies with second generation organizations and first generation managers.” It is so important to have bosses that listen, delegate, demand, recognize and that help their teams grow. I’m lucky to know leaders like that, like my current boss, nothing like the corporate tyrant opportunists.

    3. A competitive and committed team: People who make the vision theirs and that act towards achieving the objectives. Here I should mention Gary Hamel and his concept of Management 2.0. He maintains that successful companies opt for a new style of control, with natural hierarchies based on trust and leadership. Organizations where employees have more independence and access to information, thus encouraging their creativity.

    4. Going from discourse to the facts: It is crucial to consolidate the corporate culture as we progress, communicating the milestones internally and externally and celebrating them as appropriate. A campaign of the facts, of achievements is an excellent way to value our corporate culture, generating credibility and affinity within and outside the company.

    Martin, good luck.

    Pablo Fuentes is internal communication manager at Telefónica Latin America. On his blog relatoscorporativos.com, you’ll find the best strategies and ideas for implementing communication 2.0 systems, as well as the latest trends in corporate communication.

     

     
  • Chris Preston 9:00 am on February 1, 2013 Permalink | Reply
    Tags: , , , , organizational culture   

    The Five People Your Business Really Needs to Make Engagement Stick 

    Estimated reading time: 6 minutes

    Editor’s note: Today we have the pleasure of presenting a new Zyncro Blog author: Chris Preston, a navigator of the corporate culture, spends most of his time working with interesting companies that create a wealth of stories, anecdotes and cautionary tales. Chris describes himself as a natural Storyteller, but a terrible Strategist – so the blogs should be good, but probably late. Welcome Chris! :)

    Over the last two years Jane Sparrow and I researched content for a recently released book, The Culture Builders. In doing so, we uncovered the five people you really want in your organisation if you are to make engagement, work, stick and pay dividends.

    The examples we heard, from companies large and small, showed us how great engagers (be they leaders or first-line managers) are adept at inhabiting five roles as they look to move the workforce from caring about the business, to being passionate about it – a difference we term ‘savers and investors’. An organisation full of investors (and they do exist) can achieve amazing things and delight and move their customers way beyond the ‘OK’ mark.

    We use the phrase Investor to describe the levels of commitment, involvement and ownership that people feel and demonstrate when they genuinely feel part of an organisation. The five roles get them there – steering, challenging, talking, doing and inspiring.

    So, I guess the question you’re asking is, ‘who are they… and how do I get them?’… Meet the Culture Builders:

    • The Prophet: the one with the vision for the future, forward looking, inspirationally overflowing. This role is all about what’s over the horizon, and we should all be aiming to get there (the past’s a forgotten place).
    • The Storyteller: bringing the journey to life, uses rich language to localise the vision and help people bridge the gap between where we are and where we’re going.
    • The Strategist: keeping it all on track, aligning actions and people with the goal, ensuring ‘it’s for the long term’. Driving consistency of behaviour and longevity of an initiative to ensure a successful outcome.
    • The Coach: Knowing what makes the heart ‘beat’ of the people in their team, and using that knowledge to engage them fully in the activity, to use the engagement process to grow and challenge them, constantly thinking how.

    These first four are what we term the ‘type’ roles, and describe the ways in which we go about engaging the wider organisation. We know from research that there is a preference for the first one, closely followed by the Storyteller. It’s the Strategist that is the least prevalent in managers and leaders – opening up a whole host of issues around longevity of actions and cost for projects (I’ll talk more about this in future blogs).

    The final role is what we term the ‘style’ role, and focuses more on the personal approaches that a leader of people will rely upon:

    • The Pilot: The person with their hand on the tiller, the calm, firm voice in times of change – a style that colours how the person delivers the four ‘type’ roles and steers teams to act and develop in very different ways (we break this role down into three areas: Authoritative, Inclusive and Enabling).

    I firmly believe that these five roles are made, not born in people, and can be attained by focus, effort and determination. Like many areas of leadership theory, the first step is always going to be recognition of what the situation requires and understanding how you personally get there.

    Interestingly, the really high performing individuals that we met did not possess all five in high levels. Rather they had a balance in the four type roles (so either Prophet or Storyteller high, and either Strategist or Coach high). In terms of the Pilot, those that are highly inclusive are seen to do the best in engagement terms.

    So that’s a quick jaunt through the book’s main thinking. In future blogs I hope to move beyond it, and look more widely at how areas such as trust, dialogue and the corporate environment all build or detract Investors in our organisations. Let me know your thoughts, and what you’d like me to expand on – culture’s a whole world in itself!

     
  • Ignasi Alcalde 9:00 am on January 24, 2013 Permalink | Reply
    Tags: , , , organizational culture   

    Effective Collaboration: Beyond Enterprise Social Networks 

    According to Forrester Research, the international software business for creating and managing enterprise social networks will grow annually by 61%, reaching a turnover of approximately 6,400 million USD in 2016. In other words, it supports the obvious trend that enterprise social networks are becoming the central communication pillar for businesses, promoting collaboration, cooperation and synergies between employees.

    The change from static intranet to enterprise social networks is a reality, and they will become the main communication tool in companies over the next few years. This, in my opinion, is due to two key reasons. The first is that static intranets have a closed and organized structure based on departments, units, areas, folders and services, often organized according to ICT logic. This is a reflection of a relationship model designed for production, based on the division of work and the exhaustive control of operations. At this stage of the 21st century it is obvious that in the current environment of an information and knowledge society that is in constant evolution, has global interdependencies, and which is digitalized and hyper-connected, businesses cannot base themselves solely on these types of model.

    The other reason they will end up clearly becoming part of the business environment is the tools in the “cloud” concept. Apart from being more economically attractive than company ICT structures, the cloud facilitates the ubiquity and accessibility in real time of company information to employees and customers.

    But let’s look a little bit beyond the obvious. Recently I gave a workshop, together with Laura Rosillo, at the Madrid headquarters of the Universitat Oberta de Catalunya, called “The 3Cs: towards a culture of collaboration in companies”, where, over three days, we reflected with a group of HR professionals on the advantages of promoting collaboration within organizations to be more competitive in the new economy. We mainly explored the reasons of “The Economy of Collaboration”, the why and how of sharing within organizations. It is obvious that knowledge is in people and is strictly personal, and that it is based on information, its understanding, implementation and the accumulation of subsequent experiences and learnings.

    This is well defined by Maite Darceles in her book Guías para la transformación (Guidelines for transformation), in which she explains that “what surrounds people is information, not knowledge. Books in libraries, all types of information on the internet, reports in our archives, statistics, scientific publications… All of it is information that, through the knowledge of people, obtains value in multiple forms… Information and data can be systematized, procedural, but knowledge can’t. The relevant fact will be its use in the organization, in other words, how people learn and how they act using their knowledge, in a continual flow, interaction and recursiveness”.

    And there lies the challenge, beyond the tool is a business culture change, which leads to a transition in a purely transactional and hierarchical environment towards relationship spaces of people, ideas, experiences, knowing if we really want to progress towards the economy of knowledge and therefore be innovative and competitive.

    Ignasi Alcalde is a Social Business Advisor and teaching consultant at Universitat Oberta de Catalunya. His also publishes his reflections on collaborative work, on his blog and on twitter


     
  • Mari Carmen Martin 9:00 am on December 3, 2012 Permalink | Reply
    Tags: , , , organizational culture   

    Communication 2.0 and organizations 2.0: designed to understand each other 

    Estimated reading time: 5 minutes

    A few weeks ago Alejandro Formanchuck was visiting Barcelona and he took the occasion to participate in an event organized by Zyncro: #Ysehizolaluz, which I was able to attend and during which he enthralled us with a conference about internal communication 2.0. Alejandro made us ponder a number of questions such as “Are 2.0 tools revolutionary?”, “Who uses these tools?”

    To be honest, after learning that even Queen Elizabeth II and the Vatican have been convinced, it should come as no surprise that many Spanish companies are currently deciding to join the 2.0 revolution.

     

    This table shows some of the differences in some areas between enterprises 1.0, those which have yet to adopt internal and external 2.0 tools, and the so-called enterprises 2.0. It is clear that the gap between 1.0 and 2.0 is not only semantic, but is also about a natural and sophisticated evolution in many areas and fields of the company, initially by adopting more universal and humanist values, and within a framework for collaboration.

    According to Alejandro, to create a culture 2.0 the following is necessary:
    • Access to and availability of information
    Minimizing the asymmetry between senders and recipients
    • Boosting the prosumer logic
    • Extending participation
    • A genuine interest in people generating the business and sharing contents
    • Interaction in decentralized network formats
    • Collective construction, collaboration and meritocracy
    • Willingness to listen and make use of this information
    Respect for people and giving up ego
    Minimizing control

    Every day more studies show that adopting and using 2.0 tools contributes positively to better company results. In this sense, in 2011 McKinsey statistically proved that businesses which internally and externally use technologies 2.0 to a larger extent, are more profitable. In the same study, 27% of companies declared to have better margins and market shares than their competitors. The conclusions state that “a connected company has 50% more of a chance of belonging to this group“. The latest study by McKinsey from November, about Strategy, shows how “social intelligence” guides decisions and how “internal and external social networks” are changing the classic decision-making process. The influence is clear, if from a common sense point of view we analyze the enormous amount of information that social networks provide, businesses need systems to be able to process the subject in an intelligent and suitable way. This leads to the conclusion that in the development of social CRMs there is a need to include all this “big data”, one of the greatest challenges facing companies over the next few years.

    In the most recent study by IBM on companies that have adopted a social business model, surprising data has been revealed such as:

    • 9 out of 10 businesses report benefits thanks to the adoption of a social business model
    • 57% of companies obtain better results than their competitors which do not have a social model
    Growth in expenditure on social software by companies is forecast at 61%, up to 2016, reaching a business figure of 6,400 million dollars.

    I would like to put a few questions to directors of Spanish companies with regard to this matter: Do you need more data? Do you need more time? What are you waiting for to get prepared? What are you waiting for to drive the strategic change and adopt your company’s social model? Do you want to start with a change in the company’s internal communication? Try out the Zyncro Enterprise Social Network.

    Mari Carmen Martín (@maricarmenmar) is a trained Industrial Psychologist and an expert in HR. Currently she works for Cloudtalent, a company of the Humannova group, where she is responsible for creating personal branding programs for executives and professionals.

     

     
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