Many modern organizations are locked into a mindset – an organizational culture – that began with the Industrial Revolution in 18th-century Britain and was fully developed during the Second Industrial Revolution in the U.S.
The great success of these revolutions, creating modern business and generating huge wealth, makes it easy to believe that what worked as a way of managing great corporations in the early 1900s is still the best way to run an organization in the 21st century. But, times have changed. Read more…
There’s no question that there are things that HR can do to change how we service both the business and our employees.
But the other side of the coin that rarely gets discussed is how HR is fairly low in the food chain when we look at the contributing factors of why the overall workforce has challenges and issues.
The decision to lag the market, lead the market, or remain stagnant with regard to wages — like what we have seen in recent years — is administered and managed by Compensation Pros. However, wage increases or stagnation doesn’t happen in a vacuum. It has to have higher levels of approval than HR. Read more…
Three-fourths of business units report they do not have the leaders they need for the future.
In fact, one-third of HR leaders, according to CEB’s recent study Creating Enterprise Leaders, would replace members of their current leadership team if given the chance.
This dissatisfaction with current leaders is not because they ineffectively demonstrate leadership competencies. On the contrary, the history of investments directed toward creating and sustaining strong individual leadership outcomes has paid off overall: 67 percent of leaders excel at key competencies, according to the research, and 82 percent of leaders are hitting their business unit objectives. Read more…
Like many of you, I spend a good bit of my time thinking about and/or interacting with organizational leaders and wondering what the hell makes them tick.
Or, to put it another way: Why do smart leaders make really dumb decisions? Because when it comes right down to it, leaders are only as effective as the decisions they make.
The truth of this slapped me upside the head the other day while speaking with an acquaintance about his company culture. This gentleman reported that morale is dreadfully low, and most of that has to do with the head honcho. (Let’s call him Frank.) Read more…
I’ve been working in this space at the intersection of people, HR, technology, and appreciation for many years now.
In that time, I’ve seen, heard and read many different attitudes and approaches for how to motivate others, how to manage talent, how to rank employees based on skills and performance, etc. As a reader of this blog, I’m sure you have, too.
One attitude that I’ve come to regard as deeply insidious and dangerous in an organization is thinking about employees as “A” and “B” players.
A clear pattern is emerging, and perhaps you already see it.
New legislation, greater enforcement, high-profile court cases and shifting policies and attitudes about new technology has led us to dub 2015 as “The Year of the Employee” in terms of winning new rights, garnering enhanced benefits and filing more lawsuits against employers.
Many years ago, unions were necessary to protect the safety of their membership. As those workplace safety issues mitigated, and union membership steadily declined, Federal and State governments have stepped into the role of “workplace protector” and have really turned up the heat on businesses lately. Read more…
There’s a new trend in Silicon Valley.
Famous tech brands are building enormous headquarters designed by famous architects. They’re using the greenest, healthiest materials, the latest environmental technology, creating the most unusual, innovative workspaces, and bringing thousands of employees under one roof.
What’s the goal? Read more…
Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.
This is not a deep psychology dive on ego and power in business leadership, which is a huge topic.
But I want to share some practical observations about how good leaders build a powerful team by sharing power, and how others build themselves up (falsely) by imagining they can hoard power personally. I am a fan of the former.
What I have found is that the people who imagine that they have more power than they do can’t distinguish between the fact that their role has power vs. that they are powerful personally. Read more…
Employee engagement is not for the timid.
Assessing and improving employee engagement requires courage from leaders and employees at every level — and that can be a challenge for some organizations.
If you are working to establish a culture of engagement at your organization, keep in mind that you’ll need to start by fostering a culture of courage from the CEO down to frontline employees to ensure it’s effective. Read more…
Almost any team has one or two absolute go-getters.
Whether it’s out of passion, commitment or habit, they’re going to show up half an hour early, probably after a good night’s sleep and a nutritious breakfast, bringing their best ideas and plenty of energy to carry them out.
Other employees need a little push, at least from time to time, and the best leaders are prepared to provide it.
But knowing how and when to motivate doesn’t come naturally to most leaders. It may even be uncomfortable, especially for those who aren’t clear on the boundary between motivation and manipulation. Read more…