If Flat Army: Creating a Connected and Engaged Organization was written with leadership and the organization in mind, the second book investigates the specific traits a leader requires to instill a sense of workplace purpose into the teams and employees he/she is leading. Read the full book synopsis below.
Right now, I’m looking for stories. I’m particularly looking for stories about people who have broken free from a professional career situation that otherwise might be coined mundane and boring and driven positive change with their career.
I’m also interested in leaders who have stories to share where either they have helped members of their team achieve career greatness … or … they themselves have taken the ‘bull by the horns’ and personally shifted their mindset from one of a ‘job’ to that of a ‘career with a purpose’.
It’s a chance to share your story and I’d be delighted to hear from you.
Feel free to contact me directly dp at danpontefract dot com at any time. No specific publish date as of yet, but likely late 2015 or early 2016.
It’s no secret employees in today’s organizations are at odds with what management is serving up. Bad management begets bad management, yet it’s the employee – the often disengaged worker bee – who is left wondering why — if not for the pay cheque — they continue to plod away day in and day out, getting the hours in and the job done. There is a big difference between getting a job done and making a difference in one’s place of work. When employees have emotionally detached themselves from their job, when they see no reason to contribute let alone go the extra mile, sure the organization suffers — but it’s the employee who is committing career malpractice.
Often this is the fault of leadership, and it has to stop.
Employees deserve better. They deserve the support to break free from career mediocrity.
Leaders not only need to think about their own career development like that of an individual contributor, they must provide counsel to the very people that help them accomplish objectives; their team. Leaders need to become not only engaged with their team, they must develop the skills to counsel, coach and support their careers alongside their own. They must determine how to aid the path towards a career that is flourishing.
My next book is a playbook that provides strategies, guides and actions to not only break free from tepid managerial practice, it counsels leaders to get honest with themselves in a new working order; a new working life hierarchy. The book is broken down into three key sections:
- Working Class
- Working Muscles
- Working Life
Section One (and its corresponding chapters) is the introduction to the villain. It paints a not-so-pleasant picture of the work world, leaving the reader yearning for a solution of some form or other.
Section Two (and its corresponding chapters) outlines the individual behaviours needed by leaders to build up as they coach and develop others in their careers. It utilizes an actual human muscle as a metaphor.
Section Three (and its corresponding chapters) introduces the “Working Life Hierarchy”, a new way in which to provide guidance between the mindsets of a job, a career and workplace purpose.
Leaders must take ownership of their people, and learn how to help develop the careers of those that they serve such that they feel a sense of purpose, both at work and in their life. It’s a book that pits the innate desire of employees to be creative problem-solvers and meaningful contributors to the organization against the restraints of their own career. It’s a book that recommends how leaders can remove mismanagement and backwards-organizational processes from the equation of the growth and career planning of their team members. It’s a book for leaders to self-assess and fully understand how they are helping or harming the career development paths of their employees. It’s an open invitation for everyone in the organization to shift from solely being compensated in a job to working in a career with purpose.