In addition to our marvinScout profiling tool, when screening leaders we look for their use of individualistic versus group linguistic markers.
After a win do they use I or we?
Similarly, after a loss, is there ownership or blame?
For example, an AFL coach referred to his team as ‘they’ in a post-game press conference after a very heavy loss.
Contrastingly, Joseph Mazzulla, one of the youngest head coaches in the NBA and current champion with the Boston Celtics, makes a point of owning mistakes and linking them with learning opportunities or lessons.
We have long held that owning mistakes is a foundation of humble leadership.
However, there have been questions on whether this would work in Western cultures and with individualistic employees.
Recent research by Xiaoshuang Lin (University of South Australia) and Herman Tse (Monash Business School) conducted in Australia, Canada, New Zealand, the UK, and the U.S. suggests it does.
Furthermore, Lin and Tse outline the key benefits of teams where leaders practice humility.
1. Employee Status Improved
Where leaders acknowledged their own mistakes, valued team contribution and welcomed feedback, team members or employees felt more respected and recognised.
2. Building Up Leaders
Employees were more motivated to lead, more confident in their ability to lead, were more willing to take on challenging initiatives and suggest new ideas.
3. Individualistic Employees Improved
Highly individualistic employees also responded better, sighting humble leadership as an affirmation of their unique value and potential.
4. Belonging Grows
Where humble leaders exhibit behaviours such as self-awareness, teachability and appreciation of others, belonging within the team peaks, resulting in more engagement and performance, for longer.
For more information on or to take the marvinScout click here
Most popular reasons for employing overseas workers
Further to our last post on the impact of WFH trend opening up a global workforce, AHRI’s March Outlook reports sixty per cent of organisations plan to recruit overseas workers in 2025. Public sector (81 per cent) compared to private (55 per cent) and not-for-profit (63 per cent) sectors.
Of note are key motivations outside of skills and experience shortage are:
» Better work ethic – 28%
» Commitment to the Organisation’s values – 25%
» Cut costs – 22%
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*AHRI March Q Outlook report
Federal Budget’s HR Focus – Non-Compete & No-Poach Laws
Last night’s Federal Budget mooted changes to non-complete and no-poach laws.
They are slated to take effect from 2027 despite Treasury’s own report suggests more than 97 per cent of employers surveyed said restraint clauses were either essential or important to their business and less than five per cent ever taking action or threatening to take action.
» Almost two in five mid and large companies use non-compete clauses.
» 20% of workers currently have non-compete clauses in their contracts
» Almost one in three employees have non-solicitation clauses
» This proposal is currently limited to employees earning less than $175,000 however, further action for higher income earners is being considered.
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» Also announced was a proposed ban on capping workers’ pay and conditions without their knowledge.
