Tag: Managing people
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Quiet quitting
Quiet quitting Although I am very much aware of inter-generational differences, I had not realised how the millennial and Gen Z attitude to work could be, in general, so different from the mindset of Baby Boomers (my generation). The subject of attitudes towards work came up naturally during a recent conversation I had with two
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A duty of care to junior colleagues
A duty of care to junior colleagues “Can you imagine? Taking part in the largest scientific experiment in the world. CERN needs more than physicists and engineers – if you’re a student, a graduate, just starting your career or an experienced professional, whatever your field of expertise, CERN could be your next opportunity. Find out
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Leadership – easier said than done
Leadership – easier said than done In his 2020 annual report, my predecessor in the Ombud’s office asks a challenging question: “Why are relations with the hierarchy the number one source of conflicts reported to the Ombud’s Office?” Underlying this observation is another interesting question: “Why is it still the case today when our Laboratory
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When respect is missing
When respect is missing It’s rare that visitors to the Ombud’s office complain about the outcome of administrative decisions. There are many types of decision that can impact someone’s career, from not awarding a contract or a promotion to rejecting or imposing internal mobility, or a refusal to grant the requested resources. Such decisions are
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Asking questions to clarify expectations
Asking questions to clarify expectations While the annual performance appraisal interviews are in full swing and thinking about my discussions on the subject with visitors to my office, I feel it’s appropriate to underline the importance of each party being open, honest, respectful and considerate and, in particular, of a clear agreement between the supervisor
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Why didn’t you tell me before?
Why didn’t you tell me before? Some visitors to the Ombud’s Office tell me they don’t feel entirely comfortable expressing their ideas, concerns and opinions within their team or to their supervisor or project leader. The thing is, such teams are probably losing out on early warnings of risks, game-changing ideas and thought-provoking views on
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Each and every one of us matters
Each and every one of us matters Some visitors to the Ombud’s office tell me that they are “too insignificant” or “too low” in the chain of command for their opinion to really matter. Or they tell me they feel that, because they are an assistant or a technician, there’s a difference in attitude towards
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Knowing how to set limits for ourselves and others
Knowing how to set limits for ourselves and others We all have our own needs and our own limits. They are part of our personality and can change over time as our personal and professional lives evolve. Peter* is reserved and somewhat introverted. He is appreciated by his colleagues for his kind nature and the
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Seven ways to protect your team from conflicts
Seven ways to protect your team from conflicts Conflicts within a team have repercussions not only for its members’ well-being, but also for the achievement of work objectives, resulting in loss of efficiency, lack of collaboration, absenteeism, damage to the team’s reputation, etc. That’s why it’s important that you, as a manager, do your utmost
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The power of mediation
The power of mediation In a previous article, I underlined how conflicts may actually have a constructive impact when addressed in a timely and effective fashion. One of the conflict-resolution tools that is available to all members of the CERN community is mediation facilitated by the Ombud. Unlike a formal grievance procedure, mediation has the