“He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery.” — Harold Wilson, former British prime minister
Successful businesses have always adapted readily to change, but at no time in living memory — and likely at no point in history — has adaptability been a more desirable business trait than it is today.
Given our recent economic difficulties, in combination with accelerating technological sophistication, change occurs almost daily — whether we want it to or not.
The greatest obstacle to necessary change is a reluctance to modify or abandon procedures that have become familiar and comforting. But a flexible, agile organization has no choice but to change in the face of reality. Read more…
The heated debate over how to assess employee performance was highlighted recently by two back to back articles on BusinessWeek.com.
One day, Yahoo’s adoption of a forced ranking system was a headline. The next day, Microsoft’s decision to end its forced ranking policy was featured. The Microsoft story was previously an article titled, How Microsoft Lost Its Mojo, in Vanity Fair.
Within days, former General Electric CEO Jack Welch added his 2 cents, defending the practice in a Wall Street Journal opinion column headlined, “Rank-and-Yank?” That’s Not How It’s Done. Read more…
There is one common management failing that causes businesses to stagnate and even fail. It’s the practice of tolerating mediocre performers.
It’s not the dishonest or undependable people who keep your business from excelling. No, we’re smart enough to cut our losses and fire those losers fast. It’s the mediocre, just-doing-enough-to-get-by people who keep us from building an exceptional, winning team that outperforms the competition.
Here are three of the most common reasons mediocrity is tolerated: Read more…
Imagine coming home every day from school and there in the kitchen were fresh-baked cookies or home-made pies.
Every day there was something different. My mother was a baker who believed that everything had to be made from “scratch,” using no boxed items of any kind.
The only boxed cookies allowed in the house were Nilla Wafers — and that was temporarily because they were destined for banana pudding.
My mother was on my mind this week because when I started working for Martha Stewart Living, she would jokingly tell me that she could out bake Martha on a bad day. As a matter of fact, she said all that advice that Martha gives is what she already knew and that she had been doing it for years. Read more…
Editor’s note: Weekly Wrap is stepping back and celebrating the life of Nelson Mandela today. We’ll be back with our regular format next Friday.
By Howard Mavity
After 30 years of seeing the worst of the workplace, I have few heroes left. This week, I lost my JFK or MLK.
I’ll remember where I was sitting when I learned that the lion who was Nelson Mandela, had roared his last. I choose to believe that’s how he went out. –as a lion of a man.
My 19 year-old son and I were in Soweto last June when everyone expected Nelson Mandela to die. It’s hard to describe our feelings as we sat in his church near his home. We pondered all that we had learned in South Africa in the preceding weeks. Read more…
Are you getting hot and sticky with your employees?
Well we know you are not allowed to do that in the 21st century – HR or legal would be onto you in a flash, quicker than you can say the words “sexual harassment.”
However, I would argue that we do want “Hot” and we do want “Sticky” employees.
Hot employees are those that are engaged and motivated, and truly bring their passions to work. You know it when you see these employees. They have a spark in their eyes, fire in their bellies and just can’t wait to get on with the tasks in front of them. 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…
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…
China Gorman, CEO of Great Place to Work, wrote an excellent Thanksgiving Day TLNT piece on San Francisco’s new Family Friendly Workplace Ordinance (FFWO) that goes into effect on New Year’s Day.
“The Flex Work Question: Is Legislation Really the Right Approach?” asks many questions we all should be asking – and answering.
This is not one more HR or legal blog post noting just that 1) a UK practice of many years has skipped the Washington logjam and come to San Francisco; and, 2) it requires a set of (pick one) modest or burdensome steps for employees and employers to follow in dealing with flex requests. Read more…
Last of three parts
Note: In case you missed them, the first two parts are The Many Benefits That Come From “Stay” Interviews and 20 Possible Questions You Should Consider Asking
If you know why an individual employee stays, you can obviously reinforce those factors.
And if you know far enough in advance what factors might cause them to leave, you can get a head start in ensuring those turnover causes never occur.
If you have decided to try these stay interviews, here are four “why-do-you-stay?” formats to consider using depending on your situation. Read more…