When asked to select the leadership behavior most critical to their organizations’ future success, executives chose strategic thinking 97 percent of the time, according to a large scale global research study by the Management Research Group, and strategic thinkers have been found to be among the most highly effective leaders.
Executives rated a strategic approach to leadership as ten times more important to the perception of effectiveness over other attributes including innovation, persuasion, communication or results orientation. Read more…
First of two parts
People often complain that HR is the source of many bad management practices. The finger typically points at HR leadership when a company has lousy hiring methods or does a poor job engaging and developing employees.
While HR leadership often bears responsibility for inferior workforce management, in many companies the real culprits are the policies and actions of the Finance department. This tends to be especially true in larger organizations.
It is hard to make significant, positive changes to the overall financial results of a large company in a short amount of time. Read more…
Earlier this year Nicole Dessain identified ten trends that we feel will shape 2014 – some of which already started in 2013 or previous years, but which will have new significance this year.
One of these trends, the growth market conundrum, hypothesizes that we are the cusp of a fundamental shift of economic power from the developed world to emerging markets. Yet, only 30 percent of executives surveyed by Deloitte believe they have sufficient capabilities for managing global talent, and only 28 percent are actively investing to improve those capabilities.
During this webinar we will explore a critical component of globalized talent management: onboarding. Case studies and examples will help make key concepts come to life.
- Understand impact of macroeconomic developments on global talent strategy
- Learn about key elements of a “core” onboarding experience that allows for local customization
- Receive tips and resources to get you started with designing a global onboarding program
Date/Time of Webinar: July 30, 2014 at 2 pm EDT
Registration Link: https://cc.readytalk.com/r/wcbg6s4ws65k&eom
I recently worked with a troubled leadership team.
It was still producing solid revenue results, but internal conflicts and damaged trust were inhibiting the team’s ability to align goals and support each other’s efforts. The team included the long-revered co-founders of the organization plus the heir apparent to the president’s role.
These leaders were all committed to developing and empowering the next tier of company management. They wanted to see leadership courage in these individuals to tackle tough issues, the ability to collaborate and resolve conflict, and self-empowerment. Read more…
Ray Stata, former CEO of Analog Devices, a semiconductor company, is quoted as saying, “The rate at which organizations and individuals learn may well become the only sustainable competitive advantage.”
What could be truer? In our increasingly competitive, global, fast-moving economy, companies that take learning seriously—or more accurately, the learning of its people seriously — are much better off than companies that don’t.
And, such “learning organizations” stand in marked contrast to that other kind, which tend to base decision-making on tradition, history, bias, emotion, and perception rather than verifiable data. Read more…
I wrote a popular TLNT article about how 96 percent of respondents from a Strategy&/Katzenbach Center survey on culture and change management highlighted that culture change was needed in their organization in some form.
I criticized some of the over-simplified recommendations that accompanied the survey release, but The Katzenbach Center came through with their recent high quality article and related video on 10 Principles for Leading Change Management.
All leaders need to understand these principles, and it doesn’t matter if you are in a big corporation like General Motors or a small business on Main Street. Read more…
“You are here,” the mat reads.
You look down, mouth agape, and you think, “So where the hell is here?”
You’re standing atop a great sand dune among a mountainous range of dunes. Nothing but blue sky above, you’d think the future would look brighter, but it might as well be raining, since the sunlight hurts your eyes and you’re drenched in sweat; the sun’s heat is unbearable.
And there’s no one or nothing else around. No wind, shade or drink to help cool you down. No one to help or even commiserate with. Read more…
A friend and I were talking the other day about unethical business practices and why companies get away with them, even when the bad behavior is an open secret among staff, community partners, and Board members.
Well, it’s really not that hard to imagine why — those who would be inclined to speak up are fearful of losing their jobs, many others just don’t care, and still others are only too happy to play along, as they benefit from the questionable deeds.
It’s pretty simple, actually. Read more…
Organizational change programs often don’t deliver as promised; and that’s not only because they don’t align with the current culture. Many programs still have an Industrial Age mindset.
The ingredients: a linear view (reality can be planned for and big change requires big efforts), designed by an executive team (who orders the others on what to change), and rolled out top-down, creating resistance as expected — because it deviates from “the way people are used to do things around here.”
Old-style change initiatives don’t make abstract values operational nor do they translate simple slogans into personal behavioral change. They don’t include and engage people to share their information and energy to co-create meaningful, practical change. Read more…
The big, burly man began to choke up as he took in what the company’s internal leadership coach just said.
Moments before, this bear of a man, a grizzled veteran of the construction company challenged her assertion that he and his contribution at the company were valued.
Looking at her skeptically, he asked “How do you know that?”
“Are you kidding?” the coach said with incredulity. “EVERYONE knows how valuable you are…Jack and Bob (his boss and boss’s boss) are always talking about how valuable you are and how important your contribution is to this company is,” she replied. Read more…