Anyone for the Enneagram? with Matt Schlegel

Matt Schlegel is the Principal of Schlegel Consulting and Evolutionary Teams, he’s an entrepreneur and ex Tech Executive and now author of Teamwork 9.0. In this show you can learn:

• How Matt evolved Teamwork 9.0 and why numbers and not letters?
• How Teamwork 9.0 plays to “Whole Brain” thinking
• Neuroscience and the Enneagram
• How to build problem solving muscles

Join our Tribe at https://leadership-hacker.com

 

Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA

Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services.

 

Find out more about Matt below:

Matt on LinkedIn: https://www.linkedin.com/in/mattschlegel/

Matt on Twitter: https://twitter.com/MattSchlegel

Company Website: https://evolutionaryteams.com

 

Full Transcript Below

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Steve Rush: Some call me Steve, dad, husband, or friend. Others might call me boss, coach, or mentor. Today you can call me The Leadership Hacker.

Thanks for listening in. I really appreciate it. My job as The Leadership Hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors, and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush, and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you

Matt Schlegel is joining me on the show today. He's an author, consultant speaker, and founder of Schlegel Consulting. But before we get a chance to speak with Matt, it's The Leadership Hacker News.

The Leadership Hacker News

Steve Rush: We've all heard of the great resignation, right? However, employees say and sustainable workloads and expect are the things that are driving to quit. In a recent article by Emmy Lucas of Forbes. She describes that not only unsustainable workloads or one of the top factors contributing to the great resignation, others such as uncaring managers, inadequate compensation, lack of career development are all contributory factors. However, survey completed by McKinsey recently, which queried nearly 600 employees looked at those who'd left without another job lined up and those who returned to work. Much of the analysis of how to solve the great resignation is really focused on giving workers higher pay, better career opportunities and nicer perks and days off and mental therapy and help and better family leave. But there's been less attention paid to actual workloads employees have. And how employees plan to address that issue. 35% of respondent said unsustainable work performance expectations were they reason that they left their job without another in hand.

And the same percentage said that they would leave uncaring leaders or a lack of career development. Following these reasons were a lack of meaningful work, better support for employee health and wellbeing, inadequate compensation, but ironically compensation ranked six as a reason of leaving, suggesting that evidence that pay isn't everything. It means something, of course, the report showed that those who work in an environment, they like also find purpose in their work and have better relationships and therefore, probably stick around. When it comes to returning to work. 47% of the 600 respondents polled and about a quarter of those return to non-traditional work, whilst three quarters went back to traditional employment and of those 600 respondents who left without another job lined up, 44% of them said that they'd have little or no interest in returning to the same job doing the same work in the next six months. The highest-ranking reason for why people did return to work in the work they were doing previously was having a strong identity and policy that addresses workplace flexibility. So, post pandemic workplace flexibility includes not just ours, but flexible places, space, time, empathy, understanding. Commitments to the work that they're undertaking. So, organizations and employers really need to take a hard look at whether they're ready and can actually deliver on making the right structural changes to actually deal with things like work overload.

As we move into the next phase of change, we're already in the future of work. So, it's really important that the work itself is prioritized. We tend to want to make those quick and easy solutions, but it will take us all effort and time to readjust in the hybrid world or whatever label we choose to give it. So, my leadership hack here is. Often when people leave an