Will being at your desk make Yahoo successful?

yahooimageThe recent events at Yahoo make you think about how we react to our employees and what we think will motivate them.

What does it tell you about their employment brand? How will they ever be a successful long-term global company when they cannot manage their people or have effective communication that delivers both performance and trusting?

It is not helpful when the CEO can build a nursery next to her office and employees have to be “strapped” to their desks.

What human resource policy thought that will ever work?

Will being at a desk make any difference if people simply are already checked out?

I am reminded about the “Zeno” corporation and how they handled their employees. Vey differently. Their values included and encouraged work –life balance. They knew that was as important as promoting hard work and continued success.

Isn’t it a fact that great leaders think about their people as people as much as what productivity they can give?

Tying people to a desk will never achieve enlightenment. That is only achieved through inspirational, trusting and caring leadership.

There will always be people who don’t give a damn, that’s the ones that we all need to get off the bus.

There are many corporations who have offices across the world. What are we to do with all of them?

This is an era of virtual business. Creating trusting relationship through inspirational leadership drives both performance and followership.

Our leadership practices and style will determine who is with us.

Lets not make it a policy to deliver misery for all because of the few.


About HRMexplorer

Managing Director - Human Capital Europe and USA - My ability is to recognize ingrained assumptions and patterns of operation that aren’t productive, and offer practical, cost-effective and value-based solutions.

Posted on March 3, 2013, in HRMexplorer Blogs and tagged , , . Bookmark the permalink. 2 Comments.

  1. Nice post Peter. The Yahoo PR mistakes, as well as the over-control messages conveyed are adding more tarnish rather than agility gleam to what seems to be now a conventionally managed tech company. Is is not obvious what is wrong with that image?

    Power+management = is that what passes for leadership these days in too many companies?

    Your comments in this post clarify with the bottom line,

    “This is an era of virtual business. Creating trusting relationship through inspirational leadership drives both performance and followership.”

    Followership IS, after all, what this is all about in creating tribes, high performance and enthusiasm, not just satisfaction and compliance, which isn’t enough to make “it” in such a fast moving world. The team has to BE a team.

    My own reference on the followers, with key points by Drucker and Stephen Denning:


    Best, ~ D

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