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Businesses Are Preparing for Brexit — and Bracing for the Worst

Harvard business - 3 hours 21 min ago

A year and a half after the original vote, the outcome is still uncertain.

Categories: Blogs

Helping Unemployed/Underemployed People Is Part of Your Job...

Hr Capitalis - 4 hours 15 min ago
If you're like me in the world of HR and recruiting, you get asked for career help as a normal rite of passage. For me, it's tough because there's only so much you can do to help people find opportunities... Kris Dunn
Categories: Blogs

What Sales Leaders Need to Excel Over Time

Harvard business - 6 hours 37 min ago

Being a lifelong learner is essential.

Categories: Blogs

Find and Train Your Replacement Through Succession Planning – Friday Distraction

Hr Bartender - 9 hours 44 min ago

The holiday season is behind us. That being said, this New Year’s themed Time Well Spent from our friends at Kronos shares a message we should embrace all year long. Organizations need to dedicate resources toward replacement and succession planning. 

I know many companies don’t like to make this level of commitment to employees. They don’t want to say, “Joe, we’d like for you to become our next vice president of finance.” Because what happens if Joe does something crazy and the company changes their mind? Organizations figure if we don’t commit to Joe, then we don’t put ourselves in that position. 

But here’s the deal. What happens if Joe comes into your office next week and resigns? Or decides to retire? Companies need to prepare for these issues. Here are a few things to consider:

Organizations need to think about knowledge management. Let’s put the succession planning argument to the side for a moment. With unemployment at record lows, employees are testing the job market. Companies need to think about their key employees and the work they do. What happens if those employees decide to leave? Companies should be thinking about cross-training to make sure their history and knowledge is passed along. 

Internal talent pools can be a viable alternative to replacement and succession planning. If the only hold-up to talent planning is committing to employees, organizations can create talent pools. These employee “pools” create opportunities for development without specific job commitment. Using the example above, the company can tell Joe, “You have a future with us. We don’t know all the details, but we’d like to start developing you for the future.”

If companies are worried about employee retention, then they need to do something about it. I’m going to deliver some tough love here. Companies that want to engage and retain employees need to take actions that will do so. It’s not logical to expect employee retention without competitive wages, training and development, and positive workplace relations. Telling employees they have a future is part of that.

The conversation about succession planning is about more than avoiding one unpleasant conversation with an employee. It’s about talent management. Organizations will not be able to achieve their talent management goals if they don’t think holistically about current and future talent. That includes training, development, knowledge management, and talent planning. 

The post Find and Train Your Replacement Through Succession Planning – Friday Distraction appeared first on hr bartender.

Categories: Blogs

Call Up The Co-Worker or Boss You Used to Hate and Tell Them You Understand...

Hr Capitalis - Thu, 01/17/2019 - 11:25
We've all had alpha personality co-workers or bosses we couldn't connect with. They were overbearing. They had to do it their way. They were too far in the weeds and hyper-critical of your work. You didn't like them. Hate's a... Kris Dunn
Categories: Blogs

The State of Socially Responsible Investing

Harvard business - Thu, 01/17/2019 - 08:00

New types of investments are tied to ESG goals.

Categories: Blogs

Customers Surveys Are No Substitute for Actually Talking to Customers

Harvard business - Thu, 01/17/2019 - 07:00

A dozen interviews can be more useful than thousands of responses to a questionnaire.

Categories: Blogs

How to Debate Ideas Productively at Work

Harvard business - Thu, 01/17/2019 - 06:05

There are better and worse ways to disagree.

Categories: Blogs

5 Traits Every Leader Should Have to Achieve Hero Leadership

Greatleaders hipbydan - Thu, 01/17/2019 - 06:00

Guest post from Jeffrey Hayzlett:
What’s leadership? What makes for an effective leader? The answers to both these questions are relative to every organization -- big or small. There is no one set of rules that makes for an effective leader, but leadership encompasses a slew of characteristics and different people embody different sets of traits. The fact of the matter is, some people become good leaders and others don’t.  
For me, a good leader isn’t someone who just tells others what to do. It’s not someone who wields power just because they are the boss. A good leader is someone who guides and mentors a team, who offers counsel, looks to foster a good working environment and creates a culture that’s sustainable.
Natural born leaders have the ability to motivate and communicate better than other members of the team. I believe these two traits are the two most critical because if you can’t motivate your team or can’t communicate your ideas, there won’t be anyone following you. Therefore, who exactly are you leading?
My latest book, “The Hero Factor: How Great Leaders Transform Organizations and Create Winning Cultures” examines key pillars on how to become a better leader by creating a winning culture, achieving operational excellence – all without dismissing the power of profit. It was Henry Ford who said, “A business that makes nothing but money is a poor business.” Making money and creating a winning culture is something every leader should strive for. Why not have the best of both worlds?
Here are 5 traits every successful leader should have:
1. Personality.You have to show your employees that you have a personality – whether it’s humor or being charismatic, employees need to relate to you at some level. Above all, you must be genuine. That’s something that you shouldn’t have to fake – ever. I believe in being yourself, always! My attitude is about owning who I am and everything I do: Sell me, sell the company; sell the company, sell me. My style of leadership is fearless, bold and relentless. To me, that says, “I own who I am!” Don’t be afraid to own everything about your leadership – the good, the bad and the ugly.
2. Be persuasive.Being persuasive doesn’t entirely mean getting people to do what you want. It means that as a leader, you are constantly aware of the differences that exist at every rung of the ladder – from your fellow executives, to other types of company leaders, to the admin team. The message you’re trying to convey must reach everyone without any room for misinterpretation. At every turn, you need to think about who your audience is. That’s what a good leader does. They communicate succinctly and effectively, leaving little to no wiggle room for miscommunication or misinterpretation. An effective communicator gets everyone to row in the same direction and therefore is the catalyst that moves the needle forward.
3. Honesty and trustworthy. Honesty and trustworthiness are the pillars of any good leader (and human being). If your employees and colleagues can’t (or don’t) trust you, you have a huge problem. Not to mention, no one wants to do business with you. People will follow those who they trust, and they’ll appreciate your candor and openness. They may not like it, but they’ll appreciate it. A good leader also gives credit to their team. Let them know they are appreciated, trusted, and that you have their backs generates a greater level of trust and loyalty; more so than any so-called leader who is constantly bragging about “their” accomplishments.
4. Good listener.A great leader is constantly engaged with their peers can rally a group of followers much faster than one who hides in the corner office. If you fail that simple, yet somewhat overlooked, task you’re putting your business in danger. It’s as simple as that.
Listen to your employees as they’re typically most aware of the issues taking place within your company and also your first line of defense. Listen to your consumers as they may have sound advice on how to improve your product or service. Creating that level of trust and keeping the lines of communications open are what’s needed to achieve a winning culture, which leads to operational excellence.
5. Risk-taker.Taking risks is part of being in business. And for most of us, no one will die if we take a risk and make a mistake.
Everyone in my company has heard me say “no one will die” in numerous occasions. Most of us aren’t leading a team of surgeons and no one is going to die from taking a risk in business. Lose some money? Maybe. One thing’s for sure, you won’t get anywhere without taking a risk or two.
Taking risks isn’t about being irresponsible, reckless or careless. It’s about constantly taking the temperature of your business to make sure it still has a pulse. It’s about taking risks that align with the changing times and your company’s values. You will make mistakes, that’s part of life. However, if as a leader you’re not willing to take any risks, you can’t expect your employees to take them for you. If you take risks, they’ll try to emulate that and help move the company forward. You set the tone.
Good leaders, lead. They think big, they come up with great ideas, they fail, they counsel, mentor, and are part of the team. If you think being a leader is finally making it into the c-suite or the corner office, you have the wrong perception of what being a leader is all about. Sure, the corner office and the c-suite look good on a resume and might impress a few of your friends, but the fact remains that you spend more time at the office with your team, than you do with your own family. It might be best to have your team on your corner, rather than fighting you at every turn.

Jeffrey Hayzlett is a primetime television host of C-Suite with Jeffrey Hayzlett and Executive Perspectives on C-Suite TV, and business podcast host of All Business with Jeffrey Hayzlett on C-Suite Radio. He is a global business celebrity, speaker, best-selling author, and Chairman and CEO of C-Suite Network, home of the world’s most trusted network of C-Suite leaders. Hayzlett is a well-traveled public speaker, former Fortune 100 CMO, and author of four best-selling business books: Think Big, Act Bigger: The Rewards of Being Relentless, Running the Gauntlet, The Mirror Test and The Hero Factor: How Great Leaders Transform Organizations and Create Winning Cultures. Hayzlett is one of the most compelling figures in business today and an inductee into the National Speakers Association’s Speaker Hall of Fame.
Categories: Blogs

Employee Perks: Should Companies Offer Free Food [POLL]

Hr Bartender - Thu, 01/17/2019 - 02:57

I ran across this article the other day on LinkedIn about “A Once-Rare Office Perk Takes Hold”. It’s about a growing number of companies offering free or discounted food to employees. Interesting read. But I must admit that when I see these articles, I don’t have the same reaction of “Wow! Companies offering free food!” because I worked in industries where a free meal was the norm. 

Offering free meals as part of employee perks is definitely a nice thing to do. Especially when employees:

  • Make minimum wage or just above it
  • Are scheduled wacky hours, where there might not be an option to go out for food
  • Don’t have access to an employee breakroom, where they could refrigerate or reheat their meal
  • Work in expensive cities where the cost of going out is prohibitive

Organizations that include meals in an employee perks package have to think about what types of food and the nutritional value of the food that they will offer to employees. I can tell you from experience that “menu complaints” were a regular workplace issue. Also, how those meals are going to be prepared (i.e. staff, sanitation, costs, storage, etc.) I recently saw in the newspaper a company’s employee breakroom receive a warning from the health department for sanitation. (Can’t imagine that helps the company’s recruiting and retention efforts.)

So, what do you think? Is free food really the new “must-offer” perk? I hope you’ll take a moment to complete one (or both) of these survey questions.

AS AN EMPLOYEE - - what do you think of free food as part of an employee perks package?
  • I love it! And I want to work for a company that offers it!
  • I could take it or leave it. Free food doesn't influence my decisions.
  • No way! I want to control what I eat and I'm willing to pay for it.
Vote

AS A COMPANY - - what do you think of including in the employee perks package free food?
  • We offer free food to our employees, and they love it!
  • We're considering offering free food to employees as a perk.
  • We have no desire to offer free food as one of our employee perks.
Vote

I think it will be interesting to show these results side-by-side. Again, I hope you’ll take the time to answer and share the poll with your networks. I’ll post the results in a couple of weeks.

Organizations are looking for ways to stand out in the crowd. And free food could be one of those ways. While I don’t know that free food creates employee engagement, it might set a company apart from the competition. I can’t wait to hear what you have to say on this one! Thanks.

The post Employee Perks: Should Companies Offer Free Food [POLL] appeared first on hr bartender.

Categories: Blogs

Conquering the 5 Misconceptions that Hold Leaders Back

Leadershipnow - Wed, 01/16/2019 - 22:56


THERE ARE THINGS we believe that when we really think about them, we might find that they are not helpful. We might think of them as blind spots that adversely affect our leadership effectiveness.

In What Are Your Blind Spots? Jim Haudan and Rich Berens hope to help you uncover five common leadership blind spots by exposing the underlying assumptions behind the consequences we see played out over and over again in all types of organizations.

This is how they lay it out:

Leadership Blind Spot #1: Purpose The Misconception: Purpose matters, but it doesn’t drive our numbers.

The Basics: While there was a time when employees were only paid to complete a specific set of tasks, there is way more to it than that today. Many leaders are starting to embrace the concept of purpose but fail to actually run their businesses in a purpose-driven way.
An organization primarily focused on the hitting the numbers is a push mentality. To focus on the purpose is a pull strategy. A firmly ingrained purpose has the power to pull the numbers we are seeking. At the same time, it is nimble and responsive to changing circumstances as it is attached to a point of view and not a procedure. They note:
Organizations with a strong purpose at their core are more likely to be able to change when they truly need to. They will view their current operating model and customer offerings as merely a means to achieve their larger purpose and should, therefore, be able to change direction more easily when market forces require a more radical shift.
Leadership Blind Spot #2: Story
The Misconception: We have a compelling story to tell that people care about.

The Basics: Most organizations have a semigeneric vision statement, accompanied by what seems like too many slides to outline their strategy for what winning looks like for the organization. Leaders believe that they have a compelling story to tell, but when seen through the eyes of the employee, the complete opposite is often the case.
If you have a clear purpose, there is usually a good story behind it. Stephen Denning wrote in Telling Tales, “Analysis might excite the mind, but it hardly offers a route to the heart. And that is where we must go if we are to motivate people not only to take action but to do so with energy and enthusiasm.”
The truth is that to reach the heart, you have to create a sense of adventure and a sense of belonging, while also outlining a meaningful journey where people can see how their contributions make a difference.

There are four components that contribute to creating a compelling story:
1. Having a vision statement that is a great headline to your story
2. The quality of the strategy story that supports your vision
3. Your ability to share your story effectively as a leader
4. Achieving shared meaning of your story by your leaders
Leadership Blind Spot #3: Engagement
The Misconception: Rational and logical presentations engage the hearts and minds of people.

The Basics: In many organizations, a tremendous amount of money is spent creating strategies to win. Those strategies then get communicated using PowerPoint presentations, road shows, or town hall meetings—but things seemingly get stuck. Employees fail to connect with the strategy, leaders are frustrated about the lack of progress, and managers just try to hold the ship together.
We can’t present our way into the hearts and minds of people. The authors suggest that we connect with others with relationships that inspire hope.

We contribute disengagement and stifle inspiration. Through authentic conversations, we can co-create with our employees. “We simply suggest,” they write, “that leaders repeat their own personal thinking journey with their people.” Invite people to co-think with you.
Inviting your people to help you solve the problems of your business begins with leaders believing in the immense creation capability of their people. Shifting your thinking from “I am the creator, and my people are the implementers” to “I know this business well, but so do my people, and I can learn from them if I really listen” will transform your organization.
Leadership Blind Spot #4: Trust
The Misconception: People will not do the right thing unless you tell them what to do and hold them accountable to do it.

The Basics: Companies want and need to deliver great service to differentiate themselves, and the common belief is that the best way to deliver this is to create tight processes, scripts, and routines that minimize variability—to hold people and their behaviors to a strict policy and uniform standards. But that approach will never create consistent yet unique, differentiated, and personalized experiences that lead the market.
With the first three blind spots exposed and conquered, trust becomes much easier. People know what to do and why they are doing it. Rigid controls are counterproductive, and standards become easier to maintain. They become agents of the vision. To this point:
People must believe it’s their store, their hotel, their office, their factory, or their hospital. They must feel that they’re more than a cog in a wheel with overseers watching and waiting to catch them in a screw-up.
They note, “It’s the job of the leader to invite that uniqueness to be a part of the work experience every day.” That only happens when we stop controlling our people and trust them and their judgment.

Leadership Blind Spot #5: Truth
The Misconception: My people feel safe telling me what they really think and feel.

The Basics: In many leadership teams, what people really think often gets discussed in the hallways and bathrooms and by the watercooler rather than in meeting rooms. People don’t feel safe telling the truth because they don’t think it is smart or safe to do so. Many leaders believe that to be effective and successful, they need to be smarter than the next guy, fight for their area of the business, and not show vulnerability. This mentality creates lack of trust, collaboration, and common ownership for a greater goal—and ultimately greatly slows down execution speed.
I think it is safe to say the people don’t always feel comfortable speaking truth to others especially superiors. For any leader, it’s safer to assume that they don’t and make a conscious effort to create a culture where people will feel safe to come to you with the truth even if it’s just the truth as they see it. Humor helps to break the ice.
Truth is a critical blind spot that can create an environment of poor decision making mixed with a significant lack of trust and disengagement in your organization.
If you don’t make the effort to allow truth to guide your teams, the true problems of your organization and the best ideas of your employees will remain buried in the hearts and minds of your people.
What Are Your Blind Spots? is a short but well thought out book. Inside you will find an assessment to help you see where you stand on each of these issues as well as exercises and tools to help you conquer each of them.

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Categories: Blogs

Apple in China, and Payday Lending

Harvard business - Wed, 01/16/2019 - 13:18

Youngme, Felix, and Mihir discuss Apple’s position in the Chinese market; debate whether payday lending is good or bad for workers; and ask whether companies should be doing more to help employees manage cash shortfalls. They also offer their After Hours picks for the week.

Categories: Blogs

Nothing Says "Sell Your Stocks" More Than Corporate Events That Feature This...

Hr Capitalis - Wed, 01/16/2019 - 12:52
You know you're living in a peak economic cycle when you go to a corporate event, and the entertainment rivals old Rome in the Coliseum. Lions. Tigers. Potential loss of life. ARE YOU NOT ENTERTAINED? Email subscribers, click through to... Kris Dunn
Categories: Blogs

Hard Conversations

Harvard business - Wed, 01/16/2019 - 12:48

Are you dreading a work discussion? Dan and Alison answer your questions with the help of Leslie John, a professor at Harvard Business School. They talk through what to do when you need to set your boss straight, meet with a direct report who wanted your new job, or hash things out with a negative team member.

Categories: Blogs

The Innovations Closing Africa’s Electric Power Gap

Harvard business - Wed, 01/16/2019 - 11:24

Big companies and local innovators are finding creative solutions.

Categories: Blogs

How Organizations Are Failing Black Workers — and How to Do Better

Harvard business - Wed, 01/16/2019 - 10:59

From hiring to inclusion to work assignments.

Categories: Blogs

How Leaders Can Get Honest, Productive Feedback

Harvard business - Wed, 01/16/2019 - 07:25

Show your colleagues that you appreciate their candor.

Categories: Blogs

How to Set Up an AI Center of Excellence

Harvard business - Wed, 01/16/2019 - 07:00

If you’re a large company using AI, you need one.

Categories: Blogs

How to Make Any Business Trip Less Boring

Harvard business - Wed, 01/16/2019 - 06:05

Enjoy what the destination has to offer.

Categories: Blogs

3L’s of Self-Directed Learning: Insights from My TEDx Talk

QAspire - Wed, 01/16/2019 - 04:35

I started 2019 by delivering a TEDx talk at TEDxGCET in Vallabh Vidyanagar. This post covers a few key insights extracted from the talk. Video to be posted soon. 

Formal education is a launch pad that equips us with fundamentals. But we need wings to fly long and high in the direction of our dreams. Ability to learn in a self-initiated mode is one of the most critical skills to thrive in a rapidly changing world.

“In times of profound change, the learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” – Eric Hoffer

Real learning is an inside-out process. It starts from a deep internal desire to know something, do something and change something. That’s when you take charge of your own learning.

If I look at my own journey and connect the dots, I find three things that that forms my 3L framework for self-directed learning.

The first L is “Labor of Love”

My son is fascinated by drawing and he loves creating greeting cards. When he is immersed in the process of making the card, he completely loses the sense of time and place. Fully concentrated in creating the lines and coloring.

For him, it is not work but it is play. He does it NOT because someone is asking him to do it. He does it because HE finds pleasure in it.

That to me is labor of love. Playing where our passion is. The key questions to ask then are:

  • What is it that you would do even if no one paid you to do it or asked you to do it?
  • What are your intrinsic skills – things that come naturally to you?
  • What puts you in the flow state?
  • What change do you truly want to see around you?

From an early age, I wrote because I wanted to express myself. This need to express translated into other related mediums like blogging, speaking, leading teams, running organizations, writing books and creating sketch notes.

In each case, I started at a very basic level but when I continued doing it persistently, I eventually got better at it.

When we play at the intersection of passion and effort, we elevate our game and improvise without even noticing it.

The second L is for “Lifelong Learning”

Our school system trains us to be passive learners and we always rely on someone else for our learning.

The essence of self-directed learning is to keep the inner fire alive, have an open and curious mind, , creating new knowledge through action and experimentation, make new connections to your existing knowledge, improve upon your skills and collaborate with others. It is about exposing yourself to diverse experiences and disciplines to generate independent thought and recognize patterns.

My journey into social media and blogging taught me one of the most important things about self-driven learning:

We don’t learn anything in isolation and our best learning happens when we learn with others.

Internet has made it easier to find your heroes, watch them do the work and learn from their journeys. We need to invest in finding likeminded people to share our work with, draw inspiration from, learn and collaborate. 

Network and community is a great learning enabler.

One more element of lifelong learning is having a multidisciplinary approach to work. When you pursue different disciplines, you can easily use expertise from one domain into a totally different area.

Differentiation in career and innovation always happens where two disciplines intersect.

My sketchnote project is the intersection of my ideas from my blog and my drawing practice from 20 years ago when I was preparing for architecture entrance exam.

In his Stanford commencement speech, Steve Jobs said that when he was studying at Reed College, he got into learning calligraphy. And many years later, his understanding of calligraphy inspired beautiful typography in Apple products.

He nailed it when he said that dots eventually connect. Whatever we choose to do, it eventually connects.

Lifelong learning and multiple interests empower us to seize unique possibilities when faced with adversity.

Finally, the third L is “Leverage”

Leverage, in simplest terms means finding a way to make a positive impact for yourself and others through your learning. It is about putting your learning to good use. We don’t truly learn till we execute our learning to solve real world problems.

My leadership improved when I looked at my role as a way to serve those I was responsible for.

Real learning is in the act, in putting your learning to significant service of others. Your work becomes art when it changes the self and others for better.

Today, knowledge has become a commodity and everything you want to know is out there on internet. We have moved from an industrial world to knowledge world to a creative world now. In this world, what you know is not as important as what you do with it and how you apply your knowledge to solve real world problems.

We are living in the golden age of self-directed learning. Getting information, sharing your work and connecting with others is just a click away. We have a world of possibilities now open to us.

The problem is that we are used to navigate with the help of predefined maps. Self-Directed Learning is an exploration of what lies within us, what lies outside of us and finding that sweet intersection where the magic really happens.

That’s when you truly learn things that are unique to you. That’s when you can differentiate yourself.

That’s when you stand a chance to change the world within and outside for better.

Here is the visual summary of the talk in a #sketchnote form.

And, here is the picture of me delivering the talk

Categories: Blogs

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