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So much has been written about the art of asking questions and how questions are considered even more important than answers. That is true, because questions seek to understand, clarify, and evaluate other people opinions, needs, actions, etc. Asking questions is known to build rapport and even intimacy between people. In healthy and good relationships, questions are welcomed as they help improve communication and help you learn about a person likes, dislikes, emotions, needs, opinions, choices, and so much more.

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All too often I hear executives say, “We need different kind of people” or “Millennials are this or that” or “Managing diversity is so difficult". These phrases imply that these executives want to recruit “better” people. I understand that rapid growth and a faster moving business environment may require specific expertise, and every organisation must seek the right balance between promoting from within and recruiting externally. But I disagree with the idea that the fault lies with “the people”. There are no good people or bad people. People perform well when they are doing what they like to do, and they turn in poor performance when they are in the wrong job. The key is not to have extraordinary people; the key is to obtain extraordinary results from all your people, regardless of their position! And here’s how:

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To automate or not to automate. That is the question!

More and more companies are accelerating their process automation developments to allow their employees to work remotely and avoid crowded offices. In addition, COVID-19 government guidelines and stop-and-go instructions have forced companies to re-formulate and re-engineer their internal processes. But apart from COVID, many companies have taken the opportunity to accelerate their automation projects in order to cut costs and reduce head count.

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