4 HR culture building activities that don’t work (Blog #7)

human resources

If someone asked you whose responsibility it was to maintain a healthy work culture, what do you think you’d say?

My guess is that you’d probably say it fell under Human Resources (HR). I think most people would.

You know when I told a work colleague at job #9 about my interest in work culture and how important I thought it was, she said to me, “Maybe you should think about working in HR.” I remember saying, “God no! Why would I want to do that?”

Basically, I felt no connection with what I was talking about and HR.

Yeah I know, HR is supposed to be there to take care of the employees. But I can’t say I’ve felt that. In fact, I’ve found them to be distant and not in touch with the reality of what people go through.

I’ve been witness to some crazy experiences. To the point where you were made to feel guilty to want to leave on time and where staying back two to three hours every night became a norm. And it still wasn’t enough. This situation resulted in employees resigning to no job and others leaving the team. And only when about half the team left within a couple of weeks was something actually done about it.

But was this too late?

How was it that it got that far?

The whole company could see what was happening. I think the mere fact that when an employee resigns to no new job, that should raise red flags. Not to mention employees working endless overtime, crying in the toilets, people looking absolutely miserable and unhealthy. Everyone saw it.

I remember coming home one night a couple of hours late, my brother, who happened to be there, asked me if I was working for the Pharaoh of Egypt (lol). He thought what I was going through was comparable to the backbreaking scenes from the “Ten Commandments”. To this day it still makes me laugh.

Now it’s fair to ask, did people go to HR with these problems? Well, they did and they didn’t.

Why didn’t they all go? Well, I don’t know about you, but this whole system of going to HR when you have a problem with your manager just doesn’t sit well with me. It never has. I always thought that if things got that bad where you can’t sort them out with your manager then you may as well call it quits.

The simple thought of doing something like that made you feel like a backstabber. Like you were going against your manager and against your team.

People are very reluctant to do it.

And from what I’ve witnessed, people tend to take these actions when they’re absolutely at their last straw. When they simply don’t care about what happens anymore, even if they lose their job.

And how would this make your manager feel?

You’re never going to be in their good books again. Even if some agreement is made, things like this are remembered. Trust goes down the toilet and so does the relationship. And the focus is once again placed on protecting yourself. Employees protecting themselves from their managers and managers protecting themselves from their employees.

And don’t forget, HR is in the same position as everyone else in the company. It’s not like they have more power than the CEO when it comes to dealing with managers.

It’s for these reasons why I believe that HR is quite powerless in making a difference to company culture. Through my experiences they’ve had little to no impact in inspiring change or making a positive difference in this area.

Now, I’m not saying that they didn’t have the right intentions. But activities that they put in place failed to have the right effect, if any.

4 HR culture building activities that don’t work:

1.       The online culture survey and meetings that followed

Now, I’ve been through this process twice and twice at the same job.

What difference did it make? None whatsoever.

So both times, yes people were honest as it was anonymous. And both times it came back that the culture of the company was shocking. In the more recent survey, it was especially shocking in the team I was in.

Now, I know there were good intentions behind this, but I have to say I don’t think the survey was needed. I’d say it was obvious how bad the culture was both times. Time and money could’ve be saved

And both times, following the survey, a meeting was organised.

First time-round we sat around a table with our manager. The person doing most of the talking was the HR person. With everyone else, there were far and few comments in between.

What changed afterwards? Nothing.

Simply acknowledging feelings, thoughts and opinions made no difference. The same type of work culture continued. No real initiative came out of it. When it was time to have the second survey you heard comments like, “This was done a couple of years ago and nothing was done with it.”

I wasn’t there for the meeting that took place after the second survey, but a comment from one of my teammates summed it up for me – “Mimoza, it was an absolute waste of time. I’M NOT GOING TO SAY WHAT I REALLY THINK IN FRONT OF MY MANAGER!”

Need I say more?

2.       The awards and the trophies

The years of service award

A decision was made to acknowledge the employees that had been there 5, 10 and 15 years during a staff catch-up.

And so the CEO started to call the names off the list. Now, I know that there were good intentions behind this as well, but it felt so impersonal, like these employees weren’t people they were numbers being called out one after the other.

It meant nothing to the people getting it. It meant nothing to the people around them.

And I wouldn’t be surprised if many walked away feeling down about how long they’d been there.

There was no relationship between the person giving the award and the employees getting it. They were strangers to each other. I doubt the CEO was very familiar with what they did in the company, let alone about anything outside of work.

The intention may have been good, but the delivery was bad.

Awards for good work

I remember a colleague that got this award once and her reaction to the whole situation was something like this.

As we were at the staff party, it came time to give the awards and she said something along the lines of, “I really hope I don’t get called up.” She did. She got the award, stayed for a bit longer, handed it to one of her teammates to leave on her desk and got out of the party as soon as she could.

I think it’s safe to say it didn’t mean anything to her.

My point… it made no difference to how she felt about her job. Bigger picture… no difference to company culture.

3.       The annual review

It’d be that time of the year and I’d think “Oh crap. Here we go again.” So, you’d fill it in with the relevant stuff and alter it so it worked with what you needed to put in to get it done.

Did I feel more advantaged by having it as an employee? No.

Why?

It meant nothing to me. Just another tedious job to do, so HR could tick it off its list. It made no difference to my performance or how I felt about the overall job.

Did this process bring me closer to my manager? No.
Why? Because for them it was also more paperwork that they had to do and you both just did what you needed to do to get it done. Care factor – 0.

One of the most common reactions that I saw is how people were surprised with some of the comments they received from their manager. Their reactions; “Why didn’t they tell me about this earlier?”

I guess it’s important to wait for the annual review and not communication things as you go – NOT! (lol)

4.       Getting rid of offices

In some places where I worked they somehow believed that this act alone could improve the work culture. My experience showed me that it can’t.

In job #8 where the culture was ideal, if all the managers had offices it would’ve made a difference. Why? Because the relationship was developed in a way that you felt comfortable approaching them no matter what. Office or no office.

However, in one of my other jobs, I worked right next to one of my managers and I never felt comfortable in approaching her. And the relationship never changed despite being there over two years. Her sitting next to me made no difference. In fact, I’d secretly hope that I’d somehow be moved.

 

So when looking at the role of HR I have to ask…why are they there for us?

Why do we need protection?

Why is a department set up to protect us from our managers? Are we focusing on the wrong area?

Instead of setting up a culture where we need to protect ourselves from our manager and vice versa, how about we focus on developing a culture where that’s not needed?

What do you think? How valuable have you found HR to be where you work? Do you feel safer because they’re there?

Are there any activities that they’ve put in place that you think have made a difference? Tell me about it.

For more on 10 Years and 9 Jobs subscribe today! For more on how it all started click here.

Next week… it’s all about hiring someone and what happens afterwards.

See you then.

Mimoza

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3 signs that true leadership exists in your company (Blog #6)

teams of employees

You know when I talk about work culture that the ultimate experience I had is job #8. But if you’re just joining me, feel free to click here to get the whole story.

It was hard at first to describe what I had. It was easy to say how great it was. But when it came down to describing why, people never got the right picture. It was almost like I couldn’t quite put my finger on it.

Why?

Because it wasn’t just one big reason why it was so good. It was a combination of a lot things that made it great. A lot of things that made you feel like you belonged. You were part of the team. And a very important part of the team.

Today I’m going to talk about 3 signs that will definitely tell you that true leadership exists in your company. You can consider this as Part 2 to my second blog post – What loving your job looks like (Part 1) – No protection need.

1. You’re the one in control

If there was one feeling I hated the most at work it was that feeling of being confused.

“Am I doing the right thing?”

“Is this what the manager wants?”

But at job #8 that feeling didn’t exist. I knew exactly what I needed to do. Never did I feel more in sync with my managers.

Why?

Because all I needed to do was ask myself:

Am I happy with this?

Do I like it?

What else would I do?

Am I satisfied with the effort I put into it?

If the answer was ‘yes’ to all these questions, then I was more than confident to present my end result to my mangers, the CEO, the company, whomever.

Sure. There’d be that initial meeting with my manager about this is what we need to do, outlining the objective and the timeframe, etc. But after that point it was up to me.

There was no need to try and read my manager’s thoughts on what he’d want me to do. From the start my managers and the CEO made it clear to me – it was my job to determine what the end result would be.

And, if I could honestly put my hand on my heart and say I was proud of the end result, there was never any fear that this wouldn’t meet the objective we outlined together.

I’m not saying that little changes weren’t made here and there. But that look, when your managers eye balls are about to pop out of their head wouldn’t happen. They didn’t go into it with a fixed idea of what I was going to produce.

I was in charge. I was in control.

And you know what the funny thing was?

Never had I had a more demanding role with so much responsibility. It was tough. But there was no stress. That’s the thing.

And a big part of this was because of the control I had. Nothing would happen unless I wanted it to. I determined the outcome.

In Simon Sinek’s book “Leaders Eat Last” he talks about studies that have proven that the ones that experience the most amount of stress at work are the people in the lower positions¹. Not the manager. Not the ones in the higher up positions.

Why? Because they have the control. It’s the ones that don’t have the control that get stressed out². It isn’t linked to workload or responsibility; it’s linked to lack of control³.

And it was unbelievable the amount of confidence that came with it. If I could do this, then it felt like there was nothing that I couldn’t do. Never did I feel more fulfilled in my role.

And within a very short space of time the tables turned. I called the meetings and I outlined what we needed to do. And nothing made my manger happier as it gave him time to do his job.

I became a leader.

2. Meetings happen only when they need to – no time
wasted

In almost every other place that I’ve worked in, it was standard protocol to have one of those meetings where the whole team sits around the table and tells everyone what they’re working on. Basically, you’d get an overview of what everyone’s to-do list was.

I don’t know about you, but I never really found them that useful. They were boring, slow, people would digress and a lot of time would be wasted.

And who would really pay attention through the whole meeting? Not me.

Why? Because I knew I wouldn’t have anything to do with what they were talking about. So why worry about it.

Going through people’s to-do lists and listening to them ask questions that you don’t need to hear is a waste of time.

And I know in saying this you may be thinking that you need to have those meetings so you know what your team mates are working on.

Yeah sure, so an overview of the project is good. This you don’t need every week. Unless it specifically affects you. Because I can tell you now, when someone comes to your team to ask about this project you’re still going to say “I’m not the one working on it. It’s best that you speak to John.”

That overview that you get once a week doesn’t seem to do much.  Am I wrong?

Or it could be a case where you think it might relate to something you’re working on. In this case you call a meeting with the person that is working on it. Your whole team isn’t needed.

And so often we think “It’s only an hour a week.” Well, when there are five people in the meeting one hour turns into five hours (1 hr x 5 people). Not exactly a small amount of time.

It amazed me at job #8 how there were no unnecessary meetings. Those weekly team meetings didn’t exist. Every meeting we had had a specific purpose where at the end of the meeting a decision was made that was put into action ASAP. And they were called only when needed.

Yeah, when there was some new news a meeting would be called and we’d get together. But this didn’t happen every week. It happened when it needed to happen.

And for that reason they were never boring, never a waste of time and very productive.

3. Things are kept simple – no insurance policies required!

It was 2011 and in job #8 when it came to any training and development it was all about social media. Despite the training, I still hadn’t put any of it to action. Towards the end of the year my CEO, who sat behind me, turned around and said to me, “Mimoza, just start.”

My response, “I can’t. I still haven’t outlined the social media manual for the company about how we’ll use it and who will use it. And there’s the content plan, etc, etc.”

After all that he still said, “Mimoza, just start.”

At the time I didn’t think much of it. But the fact that as the CEO he kept it simple and didn’t complicate things was a rare thing in the corporate world. He was interested in progress over perfection. And as a true leader he had the guts to act outside the norm of what most people in his position would do.

In my other positions most mangers would ask for an “insurance policy” on actions we wanted to take. Now, I’m using the term “insurance policy” loosely, but when you read the example that I experienced at job #5 you’ll see that I’m not far off.

Job #5 and at the time the emphasis was more on email marketing. I came across Campaign Monitor that’s virtually very similar to Mail Chimp. A perfectly harmless, very cost efficient, online email distribution system. After I fully investigated the system and provided my manager with all the answers she still didn’t feel comfortable using it and organised an external provider to review the system. They provided something like a 10-page review on what they thought about it. Their overall view was that it was perfectly harmless to use.

What a waste of time and money. She didn’t have the guts to try an online email distribution system that costs next to nothing without fully covering herself.

And we see examples of this type of behaviour every day. For example when managers don’t make a decision until they go through a lengthy and time consuming approval process, where they get 10 other signatures and proof of who to blame if something goes wrong.

Obviously, they’re not feeling safe in their environment. And the price we pay is a lot of time and money wasted on unnecessary actions. Do you still think that work culture doesn’t directly affect the success of a company?

Can you relate to this? How many times have you seen an insurance policy in action where you work?

For more on 10 Years and 9 Jobs subscribe today! For more about how it all started click here.

Next week… its about human resources… and what difference they’ve made to work culture.

See you then.

Mimoza

¹Simon Sinek, “Leaders Eat Last”, (2016), p. 29.
²Simon Sinek, “Leaders Eat Last”, (2016), p. 29.
³Simon Sinek, “Leaders Eat Last”, (2016), p. 29.

 

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4 signs your company is plagued with micromanagement (Blog #5)

confused employee

Do you ever have those moments at work where you don’t know what the hell your manager wants you to do?

When asking that question my mind goes back to 2008 when I was in job #5. And the amount of times I didn’t know what the hell my manager wanted me to do was countless.

I mean, even when I felt as though I had a good idea of what she wanted, sometimes it’d still be wrong and she’d be looking at me dazed as to why I did what I did. And when I tried to clarify things by asking more questions I’d be quickly cut off with her saying “I don’t understand where the confusion is.”

But the thing was, there was confusion and a lot of it.

Her instructions to me were that inconsistent that on my last week there I was literally told off for producing an email template that apparently was nothing along the lines of what we discussed. She then involved another colleague to work with me on the job. We put forth some similar email templates and the manager ended up choosing the one I produced that apparently was completely off the mark.

No apology. No sorry for the confusion. No nothing.

Why do cases like this happen?

From all my years of experiences it’s become apparent to me that it’s all because of one reason.

They don’t know what they want.

But why is it that they don’t know what they want?

Why is it common for there to be confusion around what the manager wants and what the employee produces?

This can come down to a lot of little things. But the main reason, that I’ve seen with my own eyes time and time again, is because of micromanagement.

A very fixed approach is outlined in the manager’s head about how to get the job done, which is all about how they would do it. This level of detail isn’t communicated, which leaves you, as the employee, trying to tap into your mind reading skills to get the job done.

You’ve got them…right?

It can look something like this.

Your manager has just given you a task to do. You’ve asked a few questions and given your manager the “OK”. However, you’re still a bit confused. Why? Because you know what your manager has said, but you also know what they like and don’t like from past tasks and what they’ve asked you to do contradicts what they’ve told you not to do in the past. It probably also contradicts what the process involved will allow you to do. And by asking anymore questions you’re afraid it will make you look like you don’t know what you’re talking about.

Micromanagement leaves managers looking like they don’t know what they want because in their attempt to try and control everything they get it wrong.

And of course they would, how could they not?

There is so much room for error when you try and control all the steps you have to do as well as the five people in your team. You forget what you said. You get it mixed up with other things you have on your plate.

And when the manager gets it wrong, it’s so easy for them to hide behind their employees and pass blame. “I’m the manager. I can’t get things wrong. Why? Because I’m manager.”

And worst of all it doesn’t help the employees in anyway.

It stops them from thinking for themselves. From taking responsibility for the task – “This was the manager’s decision not mine. I simply did what I was told.” In other words, “I don’t care if it’s right or wrong, I did what I was told.”

And what happens? They lose interest in the task and start to not care. Guess what happens to quality and productivity? It goes down and down fast.

And at the end of it all, you have a manager that looks extremely unhappy, unhealthy and feeling as though they have to do everything themselves.

In “Together is better” Simon Sinek provides a simple explanation why this tends to be the approach managers take. And when you think about why managers become managers it’s not surprising.

What managers have proven is that they can do their job better than the people under them, which is why they got promoted¹. Mangers are rarely taught how to lead. So they try and manage the situation by aiming to get their employees to do their work how they would². Bad move!

“This is one of the hardest lessons to learn when we get promoted to a position of leadership – that we are no longer responsible for doing the job, we are now responsible for the people who do the job.” (Simon Sinek, Together is better, (2015) pp. 137).

4 signs your company is plagued
with micromanagement

1.      Your manager feels as though they can’t be away from work for even a day. And even when they finally manage to take one day off they continue to check their emails and make themselves available on the phone.

At job #8 my CEO went on holiday to France for 6 weeks. There was no commotion before leaving. No chaos while he was overseas. Business ran as usual. No one panicked. Everyone went about their jobs as usual. The fact that he wasn’t there wasn’t a concern  in anyway.

A break where you’re available on the phone or via email is a bullshit break.

People need to recharge their batteries. How can it be logical that a person would need to be there 24 /7 to the point where even their health starts to get affected. No job is worth killing yourself over. Trust me. You could be made redundant in the blink of an eye and you’re left with a package, the cab charge they give you to go home with and the thought in your head saying “Why did I do that to myself?”

If as a manager you feel as though you can’t take a complete break, then you need to reassess things. Make it so you can.

2.      No one in the team knows the answers except for that manager. Or people give you different answers to the same question, but most are really hesitant and ask you to check with that manager anyway.

You see, by this point, people within the team have lost interest, don’t care and don’t want to take responsible for something they can never get clarity on.

It’s also by this point that you have a manager that gets pissed off every time some approaches them.

3.      There is little to no focus on employee development. Basically, your manager is not interested in investing in you. The focus is placed on themselves.

What does this say? They have no clue about leading. And it can look something like this.

At one of my jobs, I was there for over two years and not once during that time did I go to a marketing seminar. When I did ask about some training I was interested in, it was politely declined.

One of my managers, on the other hand, went to marketing seminars in the US. Other than a 10-minute overview of what she found most interesting, we never got any insight into what she heard or learnt. Everything was kept with her and all we heard was how she was going to put some of it to action.

People are the ones that get the results – so why wouldn’t you invest in them³?

4.      Your manager outsources all the important work so they can maintain a firm control over it. Even though there is a whole team there and people within that team would love to get their hands on some of those jobs. Call it ambition.

It can look like this.

An example from one of my jobs. The manager makes the decision that the team is not equip to outline a social media plan as we need an “expert”. The manager doesn’t even consider giving someone within the team a shot, they’ve already made their mind up that we need to contact an “expert”.

So an “expert” is contacted and a decent amount of money is spent. The end result, the manger still isn’t happy with what is produced and the plan that the expert outlines isn’t used.

This is also a clear case of when the manager doesn’t know what they want.

Can you relate to any of this? Is it something that you’ve seen a lot of? Is there anything else that you’d add to this list?

If you know someone that is going through this now, please share it with them.

For more on 10 Years and 9 Jobs subscribe today! To read more about how it all started click here!

Next week it’s all about what it looks like when micromanagement doesn’t exist.

See you then.

Mimoza

¹Simon Sinek, Together is better, (2015) pp. 136-137
²Simon Sinek, Together is better, (2015) p. 137
³Ken Blanchard & Spencer Johnson, The One Minute Manager, (2003) p. 64

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“I don’t need to be friends with the people I work with.” Wrong! Yes, you do! (Blog #4)

friendly meeting at a cafe

How much would you say you like your work colleagues?

Are they OK? Bearable? Or do you really consider them to be good friends? People that you look forward to working with? Or is this concept totally new to you?

Have you ever said the words “I don’t need to be friends with the people I work with” or that “I don’t go to work to make friends”?

Well, I can definitely put my hand up and admit to that. And I really thought I knew what I was talking about.

This was in a time pre-job #8 where I believed that friendships at work weren’t important. I thought as long as we’re respectful and professional in our dealings with each other friendships weren’t a must.

Boy, was I wrong!

It wasn’t until job #8 that I experienced what it was like to truly enjoy the company of my work colleagues.

Not only did I enjoy working with them every day, I’d really looked forward to our dinners, lunches and get-togethers.

We were friends.

Good friends that went above and beyond for each other at work which produced a company that was bloody good at what it did.

And we had a kick-ass time together at our social events. I tell you, this took loving your job to a whole new level for me.

In other places where I worked, regardless of the attempts made through parties, lunches and dinners, I never felt comfortable in developing the same type of friendships that I had at job #8.

Even when I genuinely tried that awkward feeling never disappeared. Even with the parties, lunches and dinners.

It’s not that anything bad would happen at these social events and yes we’d have a few laughs here and there, and people were usually decent to be around. But basically I’d be thinking, “Have I stayed long enough?” Or, “I wonder if it’d be OK if I left now?”

Don’t get me wrong. In most places where I worked there’d be one or two closer colleagues that I hung out with at most of these events. Only really lingering around for the time that they were there and then once they left I’d be looking for the door.

I remember a work colleague at job #9 clung to me for her life during some of the work parties as she found it great how I’d make my way out of the parties so fast. The fact that I interrupted people to say “we’re going, bye” made her happy and relieved to get out of there quickly and smoothly. I guess she didn’t feel comfortable either.

Despite the one or two closer relationships, with the majority of the people I worked with it was a formal relationship where only polite disengaged chitchat would happen.

Although these experiences weren’t bad, they were never that great either.

No real connections were made over these conversations where you had to think about what you’re going to say just to keep the conversation going and avoid an awkward pause.

So, what was it about my colleagues at job #8 that made me consider them good friends?

It all had to do with the way they treated me when I was working with them.

Because of the environment we were in, because of the tone set by the leader, everyone was treated with the utmost respect. Now if you’ve been reading all my blogs I’m not going to drive you nuts by going into detail about job #8’s environment again. If you’re just joining me click here to get the detail.

If someone treated me in a way that was unfair or insulting why would I want to spend more time with them than I had to? Even if it was a party?

The fact that there’d be free alcohol and food made no difference to me.

The people were the same.

Although during these events, yes, their moods were a bit better, but so what?

This didn’t change my past experiences with them. And this alone wouldn’t change the way they’d deal with me in the future. I proved this myself after making a few attempts to get closer to a few people as friends and it didn’t make a difference.

What type of friendship am I talking about?

I remember a colleague at job #9 saying to me that she didn’t think being friends with the people you worked with was a good thing as it’d make certain situations more awkward than what they already were.

You see, when we talk about friends in general we tend to think back to our school days and think about those friendships we had with people who were as crazy about Janet Jackson as we were.

It was the type of friendship where if you thought your friend’s artwork looked shit you’d probably tell them it wasn’t that bad. Am I right? What difference did it make if you liked it or not? At that time keeping your friend was much more important.

It isn’t that type of friendship that I’m talking about.

Don’t forget we’re talking about the corporate world and you’re about ten years past high school if not more.

We’re in a much mature setting and we’re there for a common goal. We’re there to achieve success career wise and to prove how valuable we are to the company we work for.

And by this time we’ve learnt to take criticism and we can develop mature friendships where our honest thoughts and opinions about a piece of work can be shared, achieving the goal in mind while at the same time having a laugh along the way.

It’s these types of friendships that would make the process at work smoother for one reason along … because it would increase cooperation!

Yep, you want increased productivity in your company? Cooperation is the key!

But, one thing many people get wrong, it that cooperation isn’t something that can be given as an instruction. It can’t be ordered no matter who’s giving the order.

It’s a feeling. Like trust and respect. You can’t be ordered to trust and respect someone, it’s something that develops over time through friendship – can you see where I’m going with this?

At job #8 we were all happy to go above and beyond for our work colleagues because we liked each other. It’s as simple as that. We were friends.

At other places I worked this didn’t exist. Not even for the simplest tasks.

Let me give you one example.

One of my marketing colleagues was working on a job that another colleague within the company was urging her to finish as it was urgent! Urgent! Urgent!

My colleague got the work to her to sign off and once it was signed off it was back on my colleague’s desk.

When my colleague saw it on her desk she looked livered! Almost like she lost hope in human beings altogether.

She couldn’t believe that the other colleague didn’t pass it onto the next person to sign off, but put it on her desk to pass on. This meant that it was on her desk for a while as she had just come back from a meeting, during which time the job could’ve been signed off by the next person.

“I thought it was urgent? Why aren’t YOU helping me to get it done for YOU? This is for YOU…right?”

Such a simple action and yet the other colleague wasn’t willing to do it as she didn’t consider it her job.

Do you still think friendships at work aren’t important?

Trust, respect and cooperation are feelings not instructions. And these feelings aren’t developed in a company where their main attempt at improving work culture is by throwing in a few parties, lunches and dinners.

A genuine attempt needs to be made by the company to encourage the development of friendships through daily activities starting from the top down.

How would you describe the relationship you have with your work colleagues?

Do you look forward to your work parties? Or, are they awkward? Do you spend most of your time with two or three of your colleagues and then leave when they leave? Tell me about it.

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Next week… ever had that feeling where you didn’t know what the hell your manager wanted from you? I’m going to talk about why this happens.

Talk to you then.

Mimoza

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