A popular post I wrote for TLNT last year (The 9 Clear Steps to Organizational Culture Change) is still on the first page of Google search results for that topic.
I recently approached a training video company with course content based on that post and they felt culture is a topic best suited for top leaders. They explained that training video sales are higher if the content fits first line managers and individual contributors.
I explained the culture fundamentals that apply to top leaders also apply to work teams of any size since they are sub-cultures with behavior that’s also driven by cultural rules.
From that insight, the culture content was simplified and the WE WIN framework was born. Read more…
Editor’s Note: Readers frequently ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
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? Read more…
I’m not sure when this started, but recently I’ve been introduced as a “Thought Leader.”
At first, it was flattering. Wow, a ‘Thought Leader’! I wasn’t sure what it meant, but it sounded cool.
You mean, I’m a “Thought Leader” like Steve Jobs? Well, slow down Sparky, not quite like Steve Jobs. Read more…
Scattered about the Internet is a treasure trove of data, and more and more, it’s being used to manage people.
Big data might be unstructured and unwieldy to many, and there are reasons for that perception.
It’s collected from a variety of public and private sources — as well as internal and external means — so it takes focus and dedication to curate and manage it. But effectively analyzing this data can provide you with the tools for success.
Perhaps one of the better-known examples of this practice can be found in the Oakland Athletics baseball team. General Manager Billy Beane hired “quants” to analyze the performance of potential recruits. The data was so powerful that it turned the team into a winner, as described in the book and movie Moneyball, but this method certainly isn’t limited to the baseball field. Read more…
I really don’t give a hoot if you’re extroverted or introverted, the fact of the matter is I’m sick of you focusing on yourself and how others can pander to your every whim.
You want to know what real HR Pros have to secretly deal with every single day? Idiots like you!
Yeah, I said it. I don’t care that you’re a Millennial, or that you’re a Baby Boomer, or that you’re gay, or straight, or both. I don’t care that you need to leave every other Tuesday for some religious reason, or that you sneak out every Friday to meet someone who is not your spouse. Read more…
CFOs are becoming more involved in human resources issues, as companies more and more break down traditional silos in favor of ever greater collaboration among departments and divisions.
Better than 8 in 10 CFOs say their responsibilities have expanded in the last three years to touch areas as diverse as marketing and operations.
Human resources leads the list, with 21 percent of the 2,100 CFOs surveyed saying their job now includes at least some involvement with HR issues. Following closely, 19 percent of CFOs reported having some responsibility for IT. Read more…
During five years of international HR consulting for a range of organizations, I noticed that companies of all sizes (from small businesses to the global Fortune 100) had something in common: When HR was perceived by others to deliver the most value, it was when it was firefighting — responding to issues and “fixing” them.
Human Resources is most often operationally oriented, providing support for transactional processes, like hiring, performance reviews, and compensation reviews.
It’s this kind of focus that has prompted some experts to call for the splitting of HR departments. Read more…
A “Sweet Spot” exists at the intersection of three areas of context for any business change or transformation.
It is critical for leaders to get context clarity on these areas to make the difference between a resounding successful change and a crashing failure.
Here are those three areas: Read more…
For years, I have been trying to figure out why so many leaders tolerate poor execution and do nothing about it.
One unfortunate issue I see quite regularly is simply that some “big” executives seem to believe that execution is beneath them.
They view execution as a low-level job for other, less important, less strategic people to deal with. Read more…