What business mindset shapes your leadership values? For many
years we've embraced the idea that knowledge, combined with
technology, is the value capital that drives business growth (the
knowledge economy). In turn, many leadership
strategies seek to foster and capitalize upon knowledge within the
This makes a lot of sense. Knowledge is integral to innovation
and being competitive. But some researchers, such as author and
ethics management expert, Dov Seidman, suggest that we've
reached a "watershed moment, transitioning to human
economies." He argues that your most valuable
resource is not "hired heads" but rather "hired
hearts." Employees who bring creativity and collaboration to
the workplace as well as the requisite knowledge needed for their
Traditionally governance is concerned with controlling and
preventing unwanted behavior, says Seidman. He suggests that
instead we want to build a human operating system that focuses on
unleashing employee's potential to achieve.
In our financial services practice at Collins Barrow, we've put people at the
heart of our business. Yes, numbers are our forte, but our greatest
value to clients is the specialized, personalized service we
provide. How do we achieve this? In the past few years, we've
strategically built an agile and diverse team of people who have a
We've hired some of the youngest partners in our network,
giving them the chance to own (literally and figuratively) their
business. And then we set them loose. Our company culture tells the
team they are not only allowed, but encouraged to push the
envelope. Innovation in our solutions and delivery to clients is
Management consultant leader, Peter Drucker, famously summed it up:
"People who don't take risks generally make about two big
mistakes a year. People who do take risks generally make about two
big mistakes a year."
Share the love (knowledge)
In a workplace with a 'human operating system' of course
knowledge still has inestimable worth. But the real value of
knowledge is harnessed when it's shared – both internally
and with clients. Productivity goes up, as does competitive
advantage, when employees use knowledge sharing tools and
practices. As well, this improved collaboration breaks down
information silos and makes employees feel that management
genuinely trusts them.
Collins Barrow Vaughan is an entrepreneurial office; we
don't necessarily need complex and expensive knowledge sharing
tools. But we can and are investing in platforms and practices that encourage our
team members to speak up and share their expertise for the benefit
of our clients and peers. For instance, our managers and partners
do team social-media training to connect with each other and
potential clients/influencers, as well as post their own thought
As we build collaboration into our daily business process,
we're astounded by the added value our team has produced, that
we might never have accessed otherwise.
The content of this article is intended to provide a general
guide to the subject matter. Specialist advice should be sought
about your specific circumstances.
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The Law Society of British Columbia’s Cloud Computing Working Group issued its Final Report on Cloud Computing on January 27, 2012, amending an earlier consultation report approved by the "Benchers" on July 15, 2011.
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