Editor’s Note: Sometimes readers ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Following on my recent post about why company culture is important (from the viewpoint of two experts), today I’m sharing why company values are important, from the viewpoint of two CEOs.
Lesson 1: Developing Values is a shared exercise
From Ken Rees, president and chief executive of Think Finance (in the New York Times Corner Office column): Read more…
You know what your organization wants from you?
It’s not to be great. Or to be an “A” player. Or high energy. Or Top 10 percent.
It’s also not to just show up.
The only thing you really need to do is to be consistent. Not consistently great or consistently sucky. Just come in and meet expectations. Every day. Every week. Every year.
Consistent. We can count on Tim, he’s consistent. Read more…
“If you want to increase your success rate, double your failure rate.” – Thomas Watson Jr., former CEO of IBM
As children, we are naturally inquisitive, curious, eager and willing to try new things.
When they don’t work out we are quick to move on and try something else. We don’t waste time or emotions worrying about what didn’t work, we simply move on to trying something else.
Then something terrible happens. We learn that failure is unacceptable and are admonished, shamed and ridiculed for it. Read more…
An argument for the “end of HR” has been made from time to time.
Heck, just a few months ago we read a scathing takedown of the classic HR model by Bernard Marr, which he titled Why We No Longer Need HR Departments. He led off by saying:
Nothing matters more to companies than the people who work there. Companies are nothing without the right people! And I am sure that not one, single individual wants to be referred to as a ‘human resource’.” Read more…
The term “human capital” refers to the knowledge, skills, and abilities (KSA’s) of people within an organization.
For the most part, business professionals and organizations have readily accepted this definition.
Business people often refer to “human capital” in reference to the people of an organization, and today it’s commonplace for “human capital” to be interchanged with other phrases such as “workforce” or “employees.”
However, when it comes to the term “human capital management,” there’s much less of a common understanding and agreement of its definition. It is because of this that the phrase “human capital management” remains a misunderstood and under appreciated discipline today. Read more…
It is “inconsistent with our purpose.”
And with that, the ball dropped. CVS President and CEO Larry J. Merlo used that phrase to make an announcement that rocked the health care and business community.
The significant action we’re taking today by removing tobacco products from our retail shelves further distinguishes us in how we are serving our patients, clients and health-care providers and better positions us for continued growth in the evolving health care marketplace.” Read more…
According to results from an annual sustainability survey by BSR and GlobeScan — the State of Sustainable Business Survey 2013, which provides insights into the world of sustainable business and tracks the successes and challenges faced by corporate sustainability professionals — HR is one of the least engaged corporate functions when it comes to sustainability.
Respondents of the survey ranked human resources as only 34 percent engaged when it came to their companies’ CSR and sustainability commitments in 2013. This is a 3 percent drop in engagement levels since 2011.
However, HR is not the only corporate function recording low engagement when it comes to sustainability. Read more…
My recent post, Giving Meaning to the Work: It’s How You REALLY Engage Millennials, led to an invitation to join the “IBM Wild Ducks” group on LinkedIn.
The name alone is intriguing, so I had to do some research.
Apparently, the name comes from former IBM Chairman Thomas J. Watson, Jr., who said (emphasis mine): Read more…
“It gives you more of a college environment, because guys are having fun. It is pretty cool. But I did sense that guys were hungry. I would say that the majority of guys are hungry.”
The gentleman that made this statement, Cliff Avril, is a veteran NFL defensive end who had just joined the Seattle Seahawks, and he could tell he was in a different place. He’d just spent five seasons with the underachieving, overhyped Detroit Lions, a team filled with first-round picks [his words].
Seattle is a team made up of retreads and rejects who are motivated to prove everyone wrong. Aside from quarterback Russell Wilson, Richard Sherman, and running back Marshawn Lynch, there’s a good chance you hadn’t heard of most of the other Seahawks before last week’s Super Bowl game. Read more…