When I was a kid, we had a name for those other kids who were always causing trouble — instigators.
Confusion, noise, and conflict swirled around these rabble-rousers who, when they weren’t actively making bad stuff happen, were darn sure taking advantage of its presence.
Unfortunately, some of these provocateurs grew up and were eventually promoted into management.
Crap. Read more…
What company in the world has not been going through sudden shifts from major, disruptive change?
Consumer technology companies, health care companies, automakers, and smart phone manufacturers are among industries whose very foundation is more like shifting quicksand. To survive and grow, and even regain competitive advantage, many companies are grappling with ways to transform their businesses in the face of radical change.
They are responding in many predictable and time-tested ways: Changing CEOs and leadership teams, shifting strategies, rolling out new product lines, amping up innovation, cutting costs and restructuring. Read more…
Everyone clamors for fantastic leadership in their organizations.
Books, blogs, and conference sessions are dedicated to outstanding leadership. But, what happens when your leadership is ambiguous?
This is more common than people are willing to admit in today’s workplace. So, the December HR Roundtable in Cincinnati decided to take this topic on and started with these three questions: Read more…
Making the leap into management can be an exciting and challenging time.
Switching roles from contributor to leader can be a confusing proposition. You’ve done so great with your job that now you’ve been asked to stop doing it, and instead, to start using a different set of skills to supervise a team of people.
The knee-jerk reaction to the added responsibilities and altogether new situation might be to get out in front of your new team, take on more of the work that you’re already comfortable with, and set up processes designed to your habits and personality.
After all, that’s what got you the new promotion, right? Read more…
One of the biggest struggles human resources has in organizations is that it tends to blend in with everyone else and doesn’t take steps to differentiate itself.
The November HR Roundtable in Cincinnati got together to talk about this and see if differentiating HR would be possible. They kicked off the forum with the following three questions:
- Why is it so difficult for HR to differentiate itself in an organization? Read more…
Every supervisor, manager and leader in every organization makes hundreds of decisions every week. The decisions we make are always motivated by either our personal or organizational needs.
But have you ever thought about how you make your decisions? Do you make decisions based on your instincts, beliefs, values, intuition or inspiration?
Most people make decisions based on their beliefs. The problem with beliefs is that they are based on information from the past that we then project into the future.
In a rapidly changing world, the past is not a good predictor of the future. Read more…
You’ve no doubt watched someone do something stupid and wondered about their common sense.
Like resigning a good job in a fit of anger before landing a new one. Like blowing a wad of money on a whimsical purchase to impress someone they hardly know. Like dashing across an 8-lane freeway at night with speeding traffic in all directions.
Among the reasons CEOs cite for their bad judgment, the most common is that they have misjudged the judgment of others. Read more…
There is no denying that diversity in the workplace is good for business, but first and foremost, HR needs to focus on hiring for the top talent.
Is there any reason to think a company can’t have both?
In an economy where the average age of retirement is now 62 years old, our workforce is straddling more generations than ever before. So how can we make sure that we are building companies with cultures that represent and nurture all of our employees? Read more…
Lately, Human Resources has become a very hot topic – for reasons both good and bad.
The good: There is sufficient research to show that executive leadership wants and needs a business partner that adds value to the organization and the bottom line.
The bad: HR is simply not delivering. Read more…
Imagine the pride I feel for my profession when a friend of mine posts this (see below) on Facebook!
Sorry. Forgive the sarcasm.
But, it’s a valid point. I hate the fact that, in too many organizations, the Human Resources department is seen as an obstacle and anything other than helpful.
What is interesting to think about is that we (HR) spend so much time bemoaning not being allowed to be strategic, that we miss opportunities to do some of the tactical stuff right.