Stop thinking in boxes

Structure helps. But too many boxes limit people unnecessarily. Four situations you will probably recognise.

By nature I like structure and regularity. It makes complex situations manageable. But in many organisations the need for structure turns into thinking in boxes. And that creates limitations that are not needed at all. Structure should help, not restrict.

Every new employee gets the same introduction

Treating everyone the same seems orderly. But you miss chances to make it personal. Agree on how this new colleague would like to be supported. Give them a buddy who suits them. A fixed onboarding plan is the basis; the personal approach makes the difference.

An employee has an idea for another department

The reflex is often: focus on your own tasks. Yet these are exactly the valuable ideas. They connect departments and break down silos. Make sure there is one fixed place where ideas come in, and answer every idea within five working days. Even if the answer is no, with an explanation.

Ideas about automation that do not come from IT

They are not always taken seriously, because they do not fall within anyone's responsibility. But the people who do the work see which tasks keep coming back. Those insights are worth a lot. List the recurring tasks and choose one to improve every month.

A manager who really suits you

A talented employee joins a department with a manager who is fine on the content, but communicates differently. Help the manager look per task at what someone needs: directing where someone is still learning, giving room where they are strong. And where needed, involve a mentor who is a better match.

The list is endless. Dare to think differently. The future belongs to organisations that think less in walls and more in bridges. That makes room for growth, renewal and enjoying the work.