A recent study by Spherion, The 2013 Emerging Workforce, examines the 2013 workforce and the post-recession resurgence of the “emergent worker mentality,” characterized by the study as one which focuses on a free-agency style employment.
While the study provides data to support this point it is more than likely we have experienced the validity of this resurgence in our daily lives, perhaps witnessing friends or colleagues job-hopping more frequently, or seeing an increased social conscience in employees and new talent.
Whether we’ve confirmed suspicions that our current workforce is driven by a very different set of factors than previous generations or not, insights from this report can help to remind us of the importance of understanding this emergent worker mentality. Read more…
Second of two parts
Editor’s note: If you missed Part 1, see New Study: 96% Think Culture Change is Needed in Their Organization
The bottom line from the Booz & Company culture study is this: 96 percent said culture change is needed.
The challenge is that leaders must go far beyond basic tips, keys, or “levers,” like Booz & Co. highlighted in their study, if there is hope for sustainable culture change.
There must be a better way to build pride, drive out fear, and support the purpose and strategy of an organization with effective culture work. We believe the answer is to build your unique culture foundation. Read more…
First of two parts
Booz & Company just released a very interesting culture study.
Here’s the bottom line: Everyone knows culture is important, culture is not being effectively managed, and they gave some incredibly over-simplified guidelines for managing culture. There must be a better way to build pride, drive out fear, and manage culture effectively.
Here are the highlights from the full study: Read more…
Humility may be a virtue, but it’s also a competitive advantage.
According to research from the University of Washington Foster School of Business, humble people are more likely to be high performers in individual and team settings and they also tend to make the most effective leaders. Yet the attribute of humility seems to be neglected in leadership development programs and it’s often misunderstood.
The research team defined humility as a three-part personality trait consisting of an accurate view of the self, teachability, and appreciation of others’ strengths.
“Humble leaders foster learning-oriented teams and engage employees. They also optimize job satisfaction and employee retention,” says study co-author Michael Johnson. Read more…
Companies can get a boost in performance and results by communicating standards of acceptable performance.
The best companies, the ones that stay on top, get better every day. One way they do this is by deliberately raising and enforcing standard levels of “acceptable performance.” This drives steady gains in individual and organization effectiveness.
Meanwhile, mediocre companies lose ground as they plod along, merely maintaining the same performance levels over time. Winning organizations move ahead while the mediocre, at best, merely run in place. Read more…
The 2008 recession was shocking to many for many reasons, not least of which was the failure or near failure of very large companies that had become institutions in the minds of many.
In the U.S., just one example is the auto powerhouse of the Big 3 in Detroit – Ford, General Motors (GM), and Chrysler. All three were hurting badly by the end of 2008, with two ultimately accepting bailouts from the U.S. government.
All but Ford.
What kept Ford from needing a bailout? There are several factors, including prior leveraging of its assets. But I think it’s more than just the clear-cut monetary business factors. Read more…
“There’s no ‘I’ in team, but there is in win.” — Michael Jordan, retired American basketball star.
Those of us who gravitate toward leadership in business organizations — or create our own businesses as entrepreneurs — tend to be the independent sort. It seems ironic, then, that we achieve our highest levels of productivity only when we come together as teams.
The fact remains that human beings are social creatures. We couldn’t have been otherwise and risen to become this planet’s dominant species. Read more…
Everyone wants to be innovative. Companies think that because the word appears on their website in 42 point font that makes it so.
But what is innovation other than a de rigueur core value? Innovation is doing something new — forging a new path.
The problem is, only people who fail need a new path. They move forward in directions no one else has anticipated. People who succeed stay in the same place.
It would stand to reason, then, that only companies who allow for mistakes are innovators. Read more…
Two major incidents in the last week made me think about the signs of a culture of fear since fear is the ultimate culture killer!
Ex-Rutgers basketball coach Mike Rice was interviewed by Good Morning America host Robin Roberts about the abusive behavior that led to his firing nearly seven months ago. He proclaimed “I’ve changed” as he showed remorse for his actions that included pushing players, throwing basketballs at their heads, screaming obscenities, and using anti-gay slurs.
Rutgers of course isn’t the only organization that’s been horrified by something in their culture. Read more…
Second of two parts
Editor’s note: If you missed Part 1, see Fast, Faster, Fastest: How Going Slow Simply Kills Organizations
Once you accept the premise that speed is an essential characteristic in business, it is only logical to begin assessing which elements of an organization need to move significantly faster and precisely how fast each one needs to be.
Organizations are complex, so they have many components and each one of those components must be designed and measured for speed. Read more…