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Cool! My experience has shown you get the REAL dirt hanging out at the bar with your coworkers after work. I'll be hanging out at this bar pretty often.
I know some of us family types cannot always hang out afterhours, and we have resorted to lunch out with similar results. I will often seek out a good lunch group to have these type of conversations… What are some other venues or settings have you used to have this type of interaction/conversation?
I know some of us family types cannot always hang out afterhours, and we have resorted to lunch out with similar results. I will often seek out a good lunch group to have these type of conversations… What are some other venues or settings have you used to have this type of interaction/conversation?
We have something that's completely team-driven that is based on the concept of brown-bag lunch https://www.hrzone.com/hr-glossary/what-is-a-brown-bag-lunch where anybody can put a topic and then anyone can join. Also one Friday of the month we have a one hour before our lunchtime (Mexico is different, we use 14:00 as lunchtime) a session open to anyone that we call Pop-Talks; the company sponsors flavored pop-corns, and the idea is to share a topic that one person (the presenter) is passionate about, in a way that he/she can share that passion with the group. We also have almost mandatory knowledge sharing sessions for people that recently was sponsored for being in a conference or learning experience, this has two benefits, the person reflect about the critical elements of his/her knowledge, and the info from a conference is shared to interested team members in the organization
Here's a good bar question - when do you decide it's stupid to keep trying to change the organization and move on instead? How to prevent your rebellion team members from doing the same? Fleeing to an Elite performing organization can seem so appealing. I was a little surprised we didn't see more of it in TUP.
Here's a good bar question - when do you decide it's stupid to keep trying to change the organization and move on instead? How to prevent your rebellion team members from doing the same? Fleeing to an Elite performing organization can seem so appealing. I was a little surprised we didn't see more of it in TUP.
@US8GKMEAC your question is good and some kind hard. IMHO there are some criteria for deciding to stay or to leave: 1. Is the real purpose of the company aligned with my personal purpose? 2. Can I deliver real value to the company? Am I enabled enough to make it or I can work on to make it happen? 3. Are in the team people with significant potential or great professionals from whom I can establish a good learning/mentoring experience? 4. Am I able to establish enough trust with upper management to allow me to run experiments and prove/disprove the points around things? 5. Am I willing to embrace the journey to help the organization to evolve the culture from inside? Based on the answers, I can make my decision. I'm also very lean for debating and challenge a lot my partners, and to be willing for taking my advice myself, more leading by example
I do realize that not everyone can or wants to hang out with coworkers after regular business hours. Some people work remotely, some people work alternate hours to accommodate their commute or family. So I like to do things like "Lunch and Learns" where we'll pick a topic and then grab some lunch together in a conference room. Attendance goes up if I buy!
In regards to Scott's question, I try and try but after awhile, I do get the picture and move on if I feel I'm getting nowhere. I work in a highly regulated industry and sometimes it's all about pleasing auditors and checking the box each month instead of managing to help the business partners. It's disheartening but reality. You can only try so hard. I agree that leaving Parts Unlimited for greener pastures elsewhere would have some appeal. Honestly, people don't leave my firm no matter how miserable they are because of things like the benefits. If management realizes that, they can manage to that pretty effectively so they can satisfy their own agendas.
In regards to Scott's question, I try and try but after awhile, I do get the picture and move on if I feel I'm getting nowhere. I work in a highly regulated industry and sometimes it's all about pleasing auditors and checking the box each month instead of managing to help the business partners. It's disheartening but reality. You can only try so hard. I agree that leaving Parts Unlimited for greener pastures elsewhere would have some appeal. Honestly, people don't leave my firm no matter how miserable they are because of things like the benefits. If management realizes that, they can manage to that pretty effectively so they can satisfy their own agendas.