Not a week goes by without yet another story which describes how executive managers have abused their compensation, most notably income generated via target-dependent bonuses. Ranging from investment bankers to insurance brokers, the public opinion has generally converged on the fact that the remuneration of top employees requires redesign.
Ferrari entered this weekend's Hungarian Grand Prix with a sense of foreboding to be honest... at least that's what it seemed like from Fernando Alonso's public statements. The Spaniard made it clear that the team needed to have a good showing in Hungary or face a summer break full of anxiety over what best to do to salvage the year.
Bit by bit, each time you talk with them, you notice one more sullen face among the smiling ones, until eventually there's a complete set of them. Why hasn't our record sold more? Why is it only double platinum? Why do we have to be successful? Why have you screwed up our lives? We're leaving. To be honest, the day that happens will be the happiest day you can remember during the whole damned time you managed them.
Last year there were 10.4 million days lost to stress, with the cost of 'sick' days being £618 meaning workplace stress totalled £6,427,200,000. With presenteeism also on the rise, meaning employees coming to work disengaged, tired, unmotivated and too stressed to work, businesses could see these costs rise if they don't take action.
Corporates tend to make and drive decisions only from a "giraffe's perspective", i.e. from the top down. But companies are essentially two kinds of animals foraging together - executives at the top as well as workers at the bottom - and workers should have the ability to influence action based on their unique perspective of happenings "on the ground".
I have witnessed people's expectations of life and career change significantly over the last 20 years, especially for women. Today, when young people choose a career, there's a high expectation to move quickly and progress. If talent isn't recognised early, then these people can quickly become frustrated and demotivated.
I don't advocate employing candidates that you are unsure of, and taking a gamble with peoples's livelihoods and careers. However, it can definitely pay dividends to use the probation period as an extension of the selection process. It benefits both the employer and employee to treat the first three-month's probation as a final interview.
However your business has grown, you're now in that place where you no longer know everyone personally to influence their thoughts and actions in relation to your brand and your culture. It has become a physical impossibility to line manage everyone and sad as it may feel, it's time to delegate and hand over the reins.
Right now, one in six workers is dealing with a mental health problem such as anxiety, depression or stress. This can stop people performing at their best. Too often, employees are scared to tell their manager about a mental health problem and managers are unsure how best to support staff when they do.
For us, this culture change programme is not a passing fad, nor is it the pet project of a few people at the top: it has affected every single Grey London employee. I can't speak for everyone, but I know that most never want to work in any other way again, wherever their careers take them. It's that simple and that powerful.