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…
“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…
I had a client recently that was undecided about a candidate after the fourth (4th) round interview.
They were thinking that maybe a fifth round would make the difference. I told them that it wouldn’t. In fact, it was a mistake to allow them to get to four.
Do you know what the fourth round interview says about your hiring process?
It says that your process is broken. Read more…
“When people are crystal clear about the most important priorities of the organization and team they work with, and prioritize their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.” — Stephen Covey
You can spend months defining your team’s core values, articulating your Mission and Vision, and fashioning a flexible, up-to-the-minute strategy — but your whole tower will crumble if your team members don’t feel motivated enough to execute rapidly and consistently.
If their collective attitude boils down to “Who cares?” then you’ve lost the game before you’ve even begun.
If that’s true, then who’s at fault? Read more…
Why do so many managers continue to accept mediocre, second-rate results?
Hundreds of research studies have quantified the difference between having an “A” player versus a “C” player in a job, any job. Every one of them concludes the difference in productivity and the impact on the bottom line is anywhere from 20 percent to over 1000 percent greater return when you compare the best, most productive employees to those who are average.
While I’ve never met anyone who disagrees with this data, most managers and organizations continue to keep “C” players on the payroll. This leads me to believe these managers: Read more…
Good people resist change for lots of reasons.
Perhaps they’re comfortable with the way things are. Perhaps they feel threatened. Perhaps they think the new way won’t work.
As a leader, how do you respond? If you try to “sell” change, your people will feel, well, sold. And if you simply demand change, you get reluctant participation at best.
So what’s the right answer when it comes to getting employees on board when its time for your organization to make big changes? Read more…
1. Leaders listen
Instead of waiting to speak, leaders truly listen to what their employee is saying.
In order to communicate directives which will drive results, you have to really hear your employees. Leaders respond to questions, address concerns, and above all, listen with empathy. Read more…
First of two parts
If you expect to win “The War to Keep Your Employees,” you must continually assure that the best offer that a top performing employee receives comes from inside your own firm.
In order to assure that, management must periodically approach top talent and recruit them again (re-recruit) just as if they were a new external prospect.
Although I coined the term “re-recruit” more than 20 years ago, it is still an effective retention tool today. Its basic premise is that you must re-energize your best employees every few years either by redesigning their jobs or offering them a new one that is clearly superior to what any external recruiter might offer them.
Much like married couples can re-energize their marriage by renewing their vows, managers should periodically change and update what the company has to offer during the re-recruiting process. Read more…
“Success is to be measured not so much by the position that one has reached in life as by the obstacles which he has overcome.” — Booker T. Washington, educator and author.
In my upcoming book Execution IS the Strategy (Berrett-Koehler, March 2014), I emphasize the fact that, for all intents and purposes, leaders can no longer legislate strategic execution or plan too far into the future.
Rigid strategies quickly become stale in the current business arena, and binding our front-line team members to them may result in consistent failure.
A more effective solution? Empower individuals to take ownership of their jobs, so they can use whatever strategy works best in the moment to execute effectively and productively. Read more…
Think of performance feedback like traffic signals and signs. They are indicators that keep you moving, tell you when to stop and guide you in the right direction.
What if your performance management process was like this? Simple and easy to understand.
Most traditional performance processes are cumbersome, complicated and often do not align with organizational goals or culture. Many of us don’t see the value. Read more…