When we accept that in today’s economy, all organizations are quickly becoming knowledge-based organizations (if they’re not already) made up predominantly of educated employees who are often professionals in their own right; And when we accept that the nature itself of knowledge work is inherently complex, ambiguous, fast-paced, in constant flux, and demands a continuous high level of excellence; Then we must acknowledge that workplace ‘stress’ is here to stay and our job now is to learn how to best manage, lead and work amid the chaos.
The results of over a decade of neuroscience research and advanced neuro-imaging technology has proven that the chaotic work environment that we find ourselves in triggers biological reactions that we must become aware of on an individual level, otherwise we will suffer the adverse effects that lead to poor health, poor performance and unhealthy relationships. The findings also indicate that the only tangible evidence of our ability to cope with this chaotic-type of work environment is behaviour, and thus behaviour skill (which has always been the soft side of performance) now takes on a whole new importance.
As behavioural skill becomes more and more important in the performance equation (Performance = Technical Skill x Behavioural Skill), it becomes more and more important that we identify what effective behaviour is and hold each other accountable for it. As with any performance management plan, continuous improvement is essential, and therefore a new focus is appearing on behaviour skill as a performance object in the organizational quality improvement plan.
The skill of Positive Presence™ is an innovative thought model connecting workplace behaviour to human energy and provides a systematic, programmatic methodology for equipping leaders with the knowledge and understanding necessary for developing and sustaining the behaviour skills indicative of an energized work force – one that underpins a culture of collaboration and accountability.
The verdict is in, and the evidence is inarguable – organizational leaders must become proficient in first, self-management of their own behaviour skill, and second, the ability to develop and adjust to the behaviour skill of the people they lead. Finally, behaviour skill must become part of the overall organizational quality management plan.
