Key factors for facing the risks that may be brought about by the discontinuity of your business.
Preparation and establishment of necessary voluntary arrangements with creditors.
We favour the transformation of organisations through people.
Opportunities for growth remain the same for companies that actively search them, aware of the fundamental role played by the people close to the organisation promoting changes and improvements to the organisational core.
Personal growth and learning
In addition to training, learning must be taken into consideration but not all learning entails professional and personal development. Training that is detached from the reality of the individuals and the organisation entails a huge investment with low performance.
Personal and professional growth and learning are based on learning to acknowledge our genuine potential as well as that of those who surround us.
Only when we know what we want, who we really are and what we are capable of doing will we have the opportunity to learn and improve, to identify with the company vision, to propose creative solutions and to accept a commitment to growing ever increasingly alongside the organisation.
Mindsets: combating resistance through positive beliefs
We have all witnessed many excellent ideas that are never implemented, many of the best strategic plans are never executed and a pilot experiment with an innovative approach that is not disseminated easily.
Our trains of thought, or ÒmindsetsÓ, can limit our vision of the world and the way we act. We should look to our inner self and discover these concepts that regulate and condition our behaviour.
Becoming acquainted with and handling these mindsets is fundamental to understanding what is taking place within the workings of any organisation. Discovering where resistance or mental bottlenecks lie will allow us to overcome hurdles and transform them into turning points to foster growth by adopting clear, effective means of communication.
Engagement: committed talent
Every individual forming part of a company is responsible for a slice of the cake of responsibility for its operation.
Whether or not this is correct is a matter of suitably identifying the role of each employee as part of a larger whole, who accepts responsibility to carry out their duties.
Internal engagement is a host of efforts whereby workers demonstrate their involvement and engagement with their work beyond their merely professional obligations.
This relationship of commitment is based on the emotional involvement of every professional with their job and the company in long-term efforts, in developing effective extra-role behaviours and in positive emotion with regard to their responsibilities.
Informal networks, fostering personal relations
In any professional environment, relational networks are nurtured as a result of human nature, rather than generally as an answer to the established structure. In most organisations, these realities are ignored if not pursued.
Exploiting the potential of these spontaneous networks when fostered and channelled suitably constitutes an excellent opportunity for simplifying and expanding on channels of cooperation.
Discovering them, analysing their strengths and weaknesses and identifying their key members will enable you to strengthen capabilities such as process efficiency, management of change, internal communication, creativity and innovation, and decision-making.