In my most recent post on Compensation Café, I referenced a quote from Don Knauss, CEO of Clorox, about the “head” part of leadership.
In Don’s terms, the “head” is focused on, well, focus – how you communicate to and reinforce for employees the tightly focused priorities need for organizational success.
Today, I’m digging deeper into the same interview with Don Knauss to look at the “heart” part of leadership. Read more…
Adding a new person to your workplace team is always a gamble.
Usually you can’t tell by looking who will consistently deliver top-notch performances that make the entire team shine — as opposed to who will just show up and do an average job.
Realize that “average” does not mean “bad.” As I discuss in my book SuperCompetent, average (competent) people define the norm and provide the benchmarks by which we recognize high performance. They do their jobs adequately when directed, and you can depend on them for most things. Read more…
Ripped from the pages of Inc. magazine’s recent article, 7 Habits of Remarkably Likeable Bosses, I give you … something slightly different:
The 7 Habits of Remarkably Likeable HR Managers!
Here they are:
- They are named “Kay.” Have you ever really not liked someone named, Kay!? Kay just seems like a friendly lady with at least three cats and grandchildren, a whole lot of grandchildren. Kay is helpful. Kay will give you a hug when you need it. Kay brings in really good comfort food with funny names like “Redneck Bunt Cake.” Read more…
A lot of people sell books and give presentations that suggest that Millennial employees, those born between 1976 and 1996 (Millennials, or Gen Y) are significantly different from employees born between 1965 and 1975 (Generation X), and radically different from people born during the 20 years before 1965 (Baby Boomers).
But are Millennials truly different, or are they just younger?
Having read a fair bit of research on this topic, here are what I believe are four (4) key truths and one (1) harmful myth about the differences between Millennial employees compared to their older Gen X and Baby Boomer co-workers. Read more…
Second of two parts
In Like Ringing a Bell: How to Bring Out the Best in Employees, we explored the concept that YOU are Pavlov’s Bell to your employees.
Actually, you are Pavlov’s Bell wherever you go and with all of your relationships, but we focused on how this concept affects your ability to bring out the best in your employees.
The overall take away messages was this: “You are Pavlov’s Bell to the people you manage, for better or for worse.” Read more…
Last week, I discussed one of the trends (re-skilling HR teams) called out in Deloitte’s annual Global Human Capital Trends report for 2014.
Recently released and influenced by the work of Bersin by Deloitte, the report examines 12 trends that represent the way employees today are driving their organizations to innovate and transform human capital practices.
The report, as usual, is full of interesting data on human capital management trends and observations about the impact of those trends. It is definitely worth a read.
This week, I’d like to look at another top talent issue facing organizations around the world as identified by Deloitte: leadership. Read more…
Culture eats strategy… strategy trumps culture… on which side of the culture/strategy divide do you fall?
I’ve written about this before, and I tend to side with culture – primarily because culture drives the behaviors of individuals who are the one that achieve your strategy (or not). But culture is the driving force.
Regardless of where you stand, it’s undeniable culture and strategy are deeply intertwined in organizations large and small, global or local, public or private, for-profit or non-profit. Read more…
According to a recent study by CareerBuilder, 1 out of every 5 workers is planning to leave their job in 2014.
That’s a lot of disengaged employees.
After digging into the data, you find it’s not because these workers want a higher salary. Even though salary is important and makes up a large percentage (66 percent) of why people said they are dissatisfied with their current job, respondents were just as likely to attribute dissatisfaction to not feeling valued (65 percent). Read more…
It’s time for leaders in all organizations (non-profit, for-profit, healthcare, government, education, etc.) to get serious about how culture is impacting their performance.
Yes, leaders need to build on that understanding, engage their organizations to harness the incredible power of culture, and strive to make a meaningful impact.
When I personally think about the word culture, I think about “impact.” Read more…