Sponsored by Nola Simon Advisory: Learn More From This Bonus Podcast Episode

The right to disconnect is legilslation designed to protect employees from work creeping into after hours work. It's popping up all around the world including Ontario, Canada, where I live. The thing about legislation is that it's a guardrail to protect us from the worst abuses. As an employer, you never want your employees to have to invoke legislation. It's not good for trust and relationships or the employer brand. So how can you proactively update your operations to ensure that all employees benefit from the right to disconnect whether or not the legislation exists in your part of the world yet or not? Legislation is designed to disuade and penalize behaviour, not shape it or incentivize it. It's the same with ethics in AI but legislation is slow, differs across geographies and can be challenged in court. It's more about crafting norms and expectations that facilitate trust and trustworthiness.

Right To Disconnect Ontario Explained | Achkar Law

For years, I've recognized that the way change happens in organizations is disconnected from the way that executives and senior leaders perceive change to happen. Top down initiatives often fail and employees resist the change, often because the change is done to them, not with them. They can't see themselves reprsented in the story of change.

I've been following Jeppe Hansgaard on Linkedin because he's found a mathematical way to identify the 3% of staff who influence the other 90%. The key is informal networks. The change catalysts you need to engage are not the high performers or even the extroverts who dominate meetings. They are often the people no one would ever guess have influence because they have no formal power. They are not at the top of the hierarchy. Did you know if these informal leaders leave, the chance of turnover among the remaining staff rises by 500%? How can you retain these people and reward them for being the glue in the team if you don't even know who they are? Most leaders guess incorrectly when asked to name who owns the influence in the informal networks in their organizations. This mirrors my experience.

Listen this episode to hear more stories of the 3 percent rule in context and also learn about the 6 change blockers. We talk about how understanding networks better can help us increase belonging and reduce loneliness and improve diversity.

https://twitter.com/JeppeHansgaard

LinkedIn

Jeppe Vilstrup Hansgaard is the driving force behind Innovisor. As the CEO and founder, Jeppe is on a mission to eliminate the all-too-common ‘change fiasco’ during organizational transformations, emphasizing the value of people as an organization’s greatest asset.

Jeppe is a thought leader who enjoys sharing his insights with the change community through blog posts, articles, and tweets. He’s a sought-after speaker, captivating audiences in executive groups, leadership programs, and MBA programs at renowned business schools. Jeppe is the author behind the best-selling “Now What?”-playbooks for leaders, change and OD professionals, and Management Consultants. The playbooks are practical and packed with anecdotes, case studies, facts, tips & tricks.

Jeppe earned his Executive MBA from Henley Business School in the UK and further enriched his knowledge with courses from Stanford School of Professional Development in the USA.

Jeppe is a proud father of three kids and lives in Denmark with his wife & family.

'Change is Gridlocked! Now What?' can be pre-ordered here with a 50% discount. https://lnkd.in/dyjbfEqb

Releasing in June, this episode is a nice preview.