Are You Triaging or Prioritizing Your Work?

Eblingroup - Fri, 01/11/2019 - 05:00

If you’ve ever had to make a trip to the emergency room (hopefully not) or watched a medical drama on TV (probably so), you’ve seen a team of doctors, nurses and other team members doing triage.

Triage is the process of assessing which patients need immediate treatment or attention and which can wait until after the more urgent cases are addressed. It’s a big reason why you might end up hanging out in the waiting room for hours if you go to the ER to get your flu or some other non-life-threatening condition treated. The patients who are literally knocking on death’s door are going to be seen before you.

I’ve been thinking about triage lately as I’ve been working with my executive coaching clients. Just about every leader I work with is operating in an environment where they and their teams have more to accomplish than the time available to do it all. So, they spend a lot of effort prioritizing their work. I’ve concluded, though, that what a lot of them are doing is not really prioritizing but triaging. Here’s the difference between the two.

When you’re triaging your work you’re often focused on failure points. You’re looking for things that need to be done right now because not doing them creates failure points that start a chain reaction of dominoes falling. Leading with the triage approach leaves you feeling like you’re always fighting the latest fire and not really moving things forward. You and your team end up spending most of your time and attention on the urgent stuff that’s right in front of you.

Truly prioritizing your work requires you to start with a different time focus. Instead of focusing on what’s crying out for attention right now, prioritization begins with a focus on where you want to end up. That requires taking a deep breath, slowing down and asking, “What are we trying to accomplish this year and what will the outcomes look like when we accomplish that?” Your answers to that question create a picture of the desired end state. From there, you can reverse engineer back to identify what needs to be accomplished this quarter, this month, this week and even this day to create a successful set of outcomes for the year. That process enables you and your team to get clear about your true priorities.

I’m not suggesting there isn’t a place for triage. Sometimes things blow up and you’ve got to make some quick decisions about what needs to get done first. But if triage is all you ever do, you’re never going to get to the strategic priorities that will enable you to achieve your goals. If you think you’ve got an opportunity to do more prioritizing and less triaging, get started by taking 30 minutes this week to consider what you and your team are trying to accomplish this year and reverse engineer back from that picture to set some shorter-term priorities.

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Categories: Blogs

Staffing and Scheduling are Two Different Things – Friday Distraction

Hr Bartender - Fri, 01/11/2019 - 02:57

I know that Christmas was last month, but I can’t resist sharing this Time Well Spent from our friends at Kronos because it beautifully demonstrates that staffing and scheduling are two different things. Staffing is about finding the right people to do the work. And scheduling is about making sure they show up at the right times. Both are important. 

I remember working on a project years ago where the company was convinced that their problem was staffing. They kept telling everyone that they didn’t have the right people. And that they weren’t being trained properly. After a thorough analysis, the problem was discovered to be scheduling. Oh sure, the company could have used a few more good employees and some better training. But the bottom-line was that employees weren’t being scheduled when the operation needed them the most.

Identify key tasks that must be completed during operational shifts. Think about what needs to happen during each shift in your organization. I’m reminded of my hotel days when we created opening checklists or closing checklists. It was a reminder for everyone in the department what needed to happen. 

Spread the work around. Speaking of those checklists, one person didn’t complete the entire checklist. One employee might do 1-2 items. Another employee was responsible for 2-3 items. This approach created more of a team environment where each employee was a contributor to the department’s success.

Encourage cross-training so there are multiple employees who are capable of doing these tasks. Finally, because multiple employees were involved in the opening / closing checklist, the department didn’t miss a beat when an employee called in sick or took vacation. Another employee simply filled in. 

As the labor market continues to challenge us, this will be a real issue for companies. If you have one employee who completes a specific report every week, what is the company going to do if that person resigns tomorrow? While the company can simply dump the work on another employee’s desk, that doesn’t mean they’re the best person for the job. Sorta like giving a reindeer’s job to an elf, if ya know what I mean…

Part of running a smooth operation is making sure that the right people are working at the right times. It’s also making sure that “back-ups” are in place so those “right people” can take a day off, go to an all-day workshop, or deal with an emergency. They can focus on what they’re doing while at the same time, the company can focus on running the business.

The post Staffing and Scheduling are Two Different Things – Friday Distraction appeared first on hr bartender.

Categories: Blogs

3 Ways to Make Electronic Health Records Less Time-Consuming for Physicians

Harvard business - Thu, 01/10/2019 - 09:20

The time burden costs over $365 billion per year.

Categories: Blogs

How Qatar Is Building Its Own Version of Silicon Valley - SPONSOR CONTENT FROM QATAR FOUNDATION

Harvard business - Thu, 01/10/2019 - 08:30

Creating a community of innovators.

Categories: Blogs

Elon Musk, Joking Around is Serious Business!

Greatleaders hipbydan - Thu, 01/10/2019 - 06:00

Guest post by Jamie Anderson and Gabor George:
Truly creative leaders tap ideas from all ranks, and are typically skillful at fostering innovation. They are open to diverse perspectives, and willing to take risks. These leadership characteristics can be further enhanced by humor. In the words of IDEO founder and CEO Dave Kelly, “If you go into a culture and there's a bunch of stiffs going around, I can guarantee they're not likely to invent anything.”

There’s an entire branch of social science that studies the psychological and physiological effects of humor and laughter on the brain and the immune system— it’s called gelotology. Discoveries in this field have demonstrated that humor, laughter and fun release physical and cognitive tension, which leads to mental flexibility—a key component of creativity, ideation, and problem solving. Gelotology can also explain why many frontline business leaders are not just leveraging humor, but are also investing in creating playful and fun work environments.

Up until recently Elon Musk’s eccentricity and wacky sense of humor have been seen by most as a reflection of his genius, being a maverick innovator and business leader. His sense of humour has often been on display. For example, when asked how to warm Mars up to make it hospitable for humans he answered: “The fast way is to drop thermonuclear weapons over the poles.” And on how he'd rather die: “I would like to die on Mars. Just not on impact.” When asked if he was a Martian alien, “The rumour that I'm building a spaceship to get back to my home planet Mars is totally untrue.”

Musk had even considered taking merriment at his car plants to new heights (no pun intended), declaring in one interview “I’m actually wondering about putting in a roller coaster — like a functional roller coaster at the factory in Fremont. You’d get in, and it would take you around [the] factory but also up and down. Who else has a roller coaster? … It would probably be really expensive, but I like the idea of it.”

In February 2018, Musk launched the now-famous red Tesla Roadster sports car into space, atop the first SpaceX Falcon Heavy rocket. Complete with a manikin wearing a spacesuit in the driver’s seat, the car had a GPS Navigation system that displayed the message “Don’t Panic.” After launching the Tesla Roadster into space Musk declared: “It’s just going to be out there in space for maybe millions or billions of years. Maybe discovered by some future alien race thinking what the heck, what were these guys doing? Did they worship this car? Why do they have a little car in the car? And that’ll really confuse them.”

But while certain eccentricities of a leader are idiosyncratic part of their personality, we view humor as a leadership skill that can be studied, cultivated, and leveraged to drive organizational excellence. To provide guidance for this process, we created the Stand-Up Strategist 4C/S Framework (see table below), which specifies four major organizational conditions or outcomes enabled by humor, and four styles of humor at the disposal of leaders.
Unfortunately for Mr. Musk, his seemingly intrinsic style is that of strong humor, which has the most limited application and needs the most mastery to navigate. Strong humor most often entails sarcasm or cynicism and is used by a leader as put-down, as a signal of dominance or to encourage conformity to group behavioral norms. It is the comic style mostly associated with generating negative emotions, and therefore the one with the most limited application in organizations.

An illustration of Musk using strong humor was a comment reportedly made in Tesla’s early days, in response to an employee complaining about working too hard: “I would tell those people they will get to see their families a lot when we go bankrupt.” Although Musk’s misuse of humor did not become a major point of friction in the past, things became different when the performance of his company started to be questioned. Tesla shares crashed 6% and two of its senior executives quit in early September this year, just hours after Musk sparked concern by cracking sarcastic jokes and smoking marijuana on a live web show. Musk’s antics occurred at a time when Tesla’s investors were becoming increasingly concerned over its finances and ability to build cars at scale.

Leaders need to be especially tactful when using humor as a tool to address stress, anxiety and organizational crises. And while other styles of humor may be effective, strong humor must be avoided altogether for this purpose. During a difficult period for the company, the then CEO of Yahoo! Marissa Mayer was widely condemned for joking at an employee gathering: “I’m not here to announce lay-offs (pause)…this week.”

Similarly, Musk’s sardonic tweets, musings about sleeping on the floor at Tesla and wise cracks about becoming chronically sleep deprived have not exactly delighted his shareholders, and prompted several Wall Street analysts to call for the company to appoint a no-nonsense deputy to prop-up Tesla’s operations and standing with investors.

The lesson from Mr. Musk’s ordeal is not to avoid humor. Rather, it is to understand its proper application, and to use it appropriately and effectively, like any other important leadership skill. We see more and more leaders harnessing the power of humor to unleash the creative potential of their staff, connect emotionally with customers, and lay the seed for new, future-shaping, strategic directions.

After all, joking around is serious business.

The Stand-Up Strategist 4 C/S Framework:For more about the Stand-Up Strategist Platform, please see:
Jamie Anderson is Professor of Strategic Management at Antwerp Management School, and Visiting Professor at INSEAD. He has been named a “management guru” in the Financial Times, and included on Business Strategy Review’s list of the world’s “top 25 management thinkers”. Gabor George Burt is creator of the Slingshot Platform, enabling organizations to overstep perceived limitations, re-imagine market boundaries, and achieve sustained relevance.
Categories: Blogs

Peer to Peer Learning: Why It Should Be Part of Your Training Strategy

Hr Bartender - Thu, 01/10/2019 - 02:57

Co-workers play a huge role in the employee experience. An increasing number of organizations include peers in the hiring process so candidates can meet some of their co-workers. Companies are adopting new hire buddy programs as part of the welcoming and socialization process during onboarding. Multi-rater reviews (sometimes called 360-degree feedback) ask for feedback from peers as part of the process. 

Another aspect of the employee experience that we don’t talk about much is peer to peer learning. Peer based learning can take place in both a formal or informal organizational setting. What’s great about peer to peer learning is that both the sender and the receiver can find the experience valuable.

I recently sat down with a friend and colleague of mine, Kathy Shurte, CPLP, CPM, district organizational development manager for the Florida Department of Transportation, to talk about peer to peer learning programs and the value they bring to employees and organizations. I’m thrilled that Kathy agreed to share her expertise with us.

Kathy, I’d like to think that everyone understands the value of peer-based learning, but as an in-house learning and development (L&D) professional, what’s your take?

[Shurte] As an L&D professional, my take on peer-based learning is that, while it is not a new idea, it certainly is an idea whose time has come! I know I provide a valuable service to my organization, and historically that value has been through training opportunities I’ve created, facilitated, provided, or recommended. That has all been good, and there is still a definite need for structured learning events.

But when I think back over my own life, there is no denying some of my most important lessons happened with a friend by my side, patiently showing me how to balance on ice skates or how to roast a chicken. Sometimes there was more laughter than patience, but a friend in need was still a friend. In the workplace, there was always someone who knew the job better than I did and was willing to let me learn from his or her mistakes. Getting me up to speed quickly was a win-win situation!

Fast-forward several decades and we live in a different time. The world has shrunk, we communicate differently, and the resources that are available to us are simply mind-blowing. ‘Change’ has become my new definition for life. How does one take it all in and learn to make sense of it? Peer to peer learning. No one has a training staff large enough to allow them to create a structured learning opportunity for every new app, idea, or thing that appears on the horizon with each day’s rising sun. But there is always someone, somewhere, who can grasp it and pass it on.

Now our role as an L&D professional must expand to embrace the fact that our ‘training team’ is everyone. We’ll have to look for trends, figure out how to ensure the information shared is accurate (or something that we want to be shared), understand how to quantify it, and know when to pick it up and add some structure to it. Peer-based learning is not going to go away; we need to embrace it and support it.

In your experience, what types of peer to peer learning programs can organizations implement with very few resources?

[Shurte] An organization can implement different peer to peer learning programs with very few resources. Our organizations are quickly filling up with young people who are tech-savvy and collaboratively conscious. We have two generations that have grown up wanting to share everything they do, have or know, and they use technology to share it with as broad an audience as possible (think global!). A smart organization will tap into that – and it takes very little to do so. Government organizations have more issues with technology and transparency, but private sector enterprises can allow employees to mingle personal devices and company resources to achieve amazing returns. 

  • Setting up social media sites (or internal versions of the same) allows employees to ‘show off’ an idea or skill. 
  • Mentoring programs now match mentors with new hires, and never mind that the mentor has yet to finish his or her probationary period. Of course, mentors with more tenure work well too. 
  • Setting up ‘sandboxes’ or ‘playgrounds’ where employees can explore applications provides a safe learning environment where failures are less painful. 
  • Creating ad hoc teams to address problems spurs innovation.

You’ve mentioned technology already, so let’s explore that more. Where can technology provide value in peer to peer learning?

[Shurte] It makes me sound old to say this, but kids today are wired differently! I’ve seen children just barely a year old pick up a smart phone and, not only find the games, but play them, too. Technology is like an added appendage. Who hasn’t at one time or another wished for an extra arm or two? Technology affords its gifted users an added advantage relative to communication, learning, researching and/or sharing information. It can hardly be separated from the person.

A caution, though, just as any strength becomes a weakness when it is over-used, we have a generation that struggles with interpersonal skills, and a peer cannot share what a peer cannot do. So as L&D professionals, we all need to be on the lookout for ways to help everyone maintain a swatch of humanity.

Do you see a downside to peer to peer learning? And is there a way for organizations to mitigate the risk?

[Shurte] The downside to peer to peer learning is that left unto itself, there may be quality issues. If I only think I do a great job, and then I show all my friends how something is done, they won’t be great at it either. Also, we still have people in our organizations, often older and often senior, who don’t recognize or value any kind of informal learning, be it peer to peer or stretch assignments. L&D has a role in educating that faction on all the ways learning can take place.

Organizations can mitigate the risk of poor quality by including segments of peer learning in staff meetings or wherever groups of employees meet formally. Managers can be present, watching from a distance and then giving feedback when they see peer to peer learning taking place. Recognize it, and specifically say what made it good. If there is a way to formalize peer to peer learning, using a learning management system (LMS), an internal certificate/certification program, or even simple corporate badges – these can all help mitigate quality issues.

Last question. With the increase in collaborative work, what do you see as the future of peer to peer learning?

[Shurte] I see the future of peer to peer learning as another tool in my toolbox, something that is here to stay, something that I need to embrace and coach. If indeed any of us is a lifelong learner, the natural outgrowth of that is to be a lifelong sharer and cultivator of peer-based learning.

A HUGE thanks to Kathy for sharing her knowledge and experience with us. As Kathy mentioned, peer to peer based learning isn’t going away anytime soon. Organizations are going to want to embrace this opportunity. We hire super smart people to work at our companies. Why wouldn’t we create an organizational culture where they feel confident and comfortable sharing their knowledge with others? Everyone benefits.

Image captured by Sharlyn Lauby while exploring the streets of New York, NY

The post Peer to Peer Learning: Why It Should Be Part of Your Training Strategy appeared first on hr bartender.

Categories: Blogs

How to Win in Africa

Leadershipnow - Thu, 01/10/2019 - 00:50

IN THE WESTERN WORLD, we often do not have an accurate picture of Africa as a growing marketplace. We frequently imagine a continent of villages and stories of corruption and violence dominate our perspective.

Authors Acha Leke, Mutsa Chironga and Georges Desvaux of McKinsey and Company, take a different view in Africa’s Business Revolution. They say business leaders tend to “underestimate Africa’s size and potential as a market, and overestimate the challenges of doing business there.”

There are one-hundred companies with annual revenues of a billion dollars or more. In the next 20 years, 80 percent of its population growth will occur in cities. And technology? “This young continent, with a median age of around twenty, is an eager adopter and innovator in all things digital and mobile.” Africa is the next growth market.

The authors believe that companies and investors in every part of the world should take a look at Africa and its place in their long-term growth strategy because Africa is a 1.2-billion-person market in the midst of an historic economic acceleration, it has a huge unfulfilled demand, making it ripe for entrepreneurship and innovation at scale.

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Categories: Blogs

How to Plan Your Own Networking Event (and Invite the Right People)

Harvard business - Wed, 01/09/2019 - 09:28

Strategies for extroverts, introverts, and everyone in between.

Categories: Blogs

Why Improving the Patient Experience Is Vital for the Health Care Industry and How To Do It - SPONSOR CONTENT FROM SIEMENS HEALTHINEERS

Harvard business - Wed, 01/09/2019 - 09:11

High-quality information can help patients and their families make more informed choices.

Categories: Blogs

The Tactics Media Unions Are Using to Build Membership

Harvard business - Wed, 01/09/2019 - 07:00

It’s an old approach that still works today.

Categories: Blogs

8 Steps to Jumpstarting a Truth-telling Workplace Culture

Greatleaders hipbydan - Tue, 01/08/2019 - 06:00

Guest post from Jim Haudan and Rich Behrens:
What do a water cooler, bathroom, and hallway all have in common?
These are three places in the workplace where people feel “safe” to tell the truth.
Many leaders believe that their people feel safe in telling them what they think and feel. But this is a misconception—or a blind spot, as we call it in our book, What Are Your Blind Spots? Conquering the 5 Misconceptions that Hold Leaders Back
Consider these stats: the 2017 Edelman Trust Barometer shows that people’s trust of their CEO, and CEOs in general, is at an all-time low. Sixty-three percent of survey respondents said CEOs are somewhat, or not at all, credible. That is 12 points lower than the previous year’s results. Clearly, the trend of not being candid with higher-ups is becoming worse, rather than better.
Why? 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 a lack of trust, collaboration, and common ownership for a greater goal—and ultimately greatly slows down execution speed.
We can’t overstate the impact that truth telling can have on the engagement, optimism, and hope people feel about their organization and their team. Truth telling makes all the difference if you want your teams to successfully work together.
So, how can leaders tell if their people feel safe telling the truth? Try this quick 45-minute activity. We call it “Walls of Greatness and Reality,” and the activity begins with a discussion of what we are good at, and then moves to what we are not so good at.
Follow the steps below to complete the activity:
1    1. Give each team member three or four large sticky notes. Ask each of the members to write down one item per note that is great about the team, and how it has worked together and executed in the past 12 months.
2.    Have the team members place each of these on an open wall space and start to “affinity-group” them. Line up the various notes that fit under the same theme. You should end up with numerous vertical rows of key themes.
3.    Have team members alternate reading all the notes aloud, providing any commentary they see fit. At the end, ask the group for the story that describes what the team is great at. Capture the “Wall of Greatness” story on a flipchart.
4.    Repeat the activity by giving everyone another three or four large sticky notes and ask each person to write down where “we are creatively dissatisfied with the current state of our business”, related to marketplace, strategy, operating model, culture, or behaviors.
5.    Place these notes on a different space on the wall. Repeat the activity of affinity-grouping the notes and reading the vertical columns aloud, with the team standing in front of the wall.
6.    Ask the team members to put a check mark by the three issues they each believe are most relevant and represent the greatest opportunity for the team.
7.    Identify the two or three key themes that emerge from the group.
8.    Ask the following questions:a.    Why do you think these realities exist? b.    How have we helped create these realities? c.    How have we personally benefited from these realities? d.    What can we do to make sure our Wall of Reality looks different six months from now?
This activity can give leaders quick insight into how comfortable their teams are in talking about difficult issues, while jumpstarting the truth-telling culture.
Establishing a culture of truth telling is hard. It requires leaders to be vulnerable and to be open to hearing things they may not want to hear. But 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 leaders don’t make the effort to allow truth to guide teams, the true problems of an organization and the best ideas of employees will remain buried in the hearts and minds of their people.
So, leaders: let your employees speak candidly and you will have an organization that soars.
Jim Haudan is Co-Founder and Chairman of Root Inc., the organizational change expert on helping companies create leadership alignment, execute strategies and change successfully, build employee engagement, and transform businesses. Rich Berens is CEO and Chief Client Fanatic of Root Inc., and has helped align leaders at Global 2000 organizations to drive strategic and cultural change at scale. Jim and Rich are authors of What Are Your Blind Spots? Conquering the 5 Misconceptions that Hold Leaders Back, published by Berrett-Koehler and released in October 2018.
Categories: Blogs

Employee Burnout: 5 Organizational Programs That Can Reduce It

Hr Bartender - Tue, 01/08/2019 - 02:57

(Editor’s Note: Today’s post is brought to you by Concordia University, St. Paul (CSP). Become a more effective HR professional with an with an online Bachelors in HR or an online Masters in HR. CSP offers small class sizes with a personal learning environment geared toward your success and knowledgeable faculty who have industry experience. Enjoy the post!)

Nearly half of HR leaders say that employee burnout is responsible for up to 50 percent of the company’s turnover, according to a survey from Kronos Incorporated. In addition, ninety-five percent (95%) say employee burnout is sabotaging workforce retention. Think about that for a moment, not only is burnout a cause of turnover, but it’s an obstacle to retention. We know what that means. The area between retention and turnover is disengagement. 

“Employee burnout has reached epidemic proportions,” said Charlie DeWitt, vice president of business development at Kronos. “While many organizations take steps to manage employee fatigue, there are far fewer efforts to proactively manage burnout. Not only can employee burnout sap productivity and fuel absenteeism but, as this survey shows, it will undermine engagement and cause an organization’s top performers to leave the business altogether. This creates a never-ending cycle of disruption.”

Unfortunately, there may not be a simple solution to employee burnout, but many factors contributing to it are within the organization’s control.

What is Employee Burnout?

According to World Psychiatry, employee burnout is a prolonged response to chronic emotional and interpersonal stressors on the job. The response has three key dimensions: overwhelming exhaustion,feelings of cynicism and detachment from the job, andasense of ineffectiveness and lack of accomplishment.

It’s important to realize that employee burnout is not typically the result of a single factor, such as working too many hours or having a demanding boss. Employee burnout has complex causes, which is why it’s so costly to individuals and organizations. 

The Five Domains of Employee Burnout 

There are several organizational risk factors for employee burnout, but five domains have been identified by researchers:

  1. Values are the ideals and motivations that originally attracted employees to the job. They motivate workers beyond money or advancement. A conflict between individual and organizational values forces a trade-off between work employees want to do and work they have to do.
  2. Work overload is (obviously) having too much work. When employees have work overload, it weakens the employee’s ability to meet performance goals and leaves little opportunity to rest and recover.
  3. Control and community become a factor when employees feel they don’t have an influence on decisions that impact them, their work, or their career. And that they don’t feel anyone cares. Employees aren’t looking for absolute control. They understand there’s an organizational hierarchy. But they do want to feel that they have a trusting community of supporters.
  4. Rewards and recognition show employees that they and their work are valued by the organization. The rewards and recognition can be financial, institutional, social, or a combinationof all three. While rewards and recognition are always important, they are especially so when employees have a lot of work to complete (See #2).
  5. Fairness refers to work decisions being perceived as fair and equitable. Employees tend to gauge their value on the quality of procedures and their own treatment during the decision-making progress. Not being respected can lead to cynicism, anger, and hostility.
Employee Burnout: The (Negative) Business Outcomes

Employee burnout can negatively impact workers and organizations in three areas: employees, teams, and organizations. 

Employee burnout contributes to poor health. Physical exhaustion is the most predictive variable of stress-related health outcomes and is linked to symptoms like headaches, chronic fatigue, gastrointestinal disorders, muscle tension, hypertension, cold/flu episodes, and sleep disturbances. 

Team dynamics are impacted when employees experience burnout. It is perpetuated through social interactions, personal conflict, work disruptions. Burnout causes negativity in working relationships. 

For organizations, employee burnout is linked to job dissatisfaction, low employee loyalty, absenteeism, disengagement, and turnover. Burnout makes it more likely for workers to leave the company, and those who stay tend to have impaired quality of work and lower productivity. 

5 Employee Programs That Can Help Reduce Burnout

To reduce burnout, organizations can implement programs that are directed at the major causes. According to human resources consulting firm Robert Half, here are five ways to enhance retention that could also assist in reducing employee burnout.

  1. Employee Compensation: In the Kronos survey, forty-one percent of respondents said that unfair compensation was the leading cause of employee burnout. Organizations can distinguish themselves in the job market and address burnout by offering competitive compensation and benefits packages.
  2. Training and Development: Professional development programs can help employees improve their skills, which benefits employees and organizations alike. It not only helps employees manage challenges but it’s a strong way to hire from within.
  3. Recognition and Rewards Systems: Organizations can demonstrate appreciation through a heartfelt email message, a gift card, or an extra day off. A small budget shouldn’t discourage managers from recognizing hard work.
  4. Work-life Balance: Flexible scheduling allows employees to arrive at work later than normal for personal reasons or following a late night of work. Another way to enhance work-life balance is with telecommuting. One study in Harvard Business Review found that remote workers were happier, less likely to quit, and more productive than their in-office peers.
  5. Mentorship Programs: More experienced employees can mentor colleagues to provide them with the guidance and resources they need. By using peers instead of work supervisors, employees can receive help in a less intimidating environment.
Make an Investment in Reducing Employee Burnout

Employee burnout is a multidimensional response to several risk factors. However, the complicated nature of employee burnout is not the reason it has become one of management’s biggest challenges. According to the Kronos survey, the reason that burnout is a major organizational issue is because organizations are not focused on enhancing retention. Approximately one in six survey respondents said that funding is the biggest obstacle in improving employee retention and engagement.

Which is surprising, because turnover in organizations is costly. Research from the Society for Human Resource Management (SHRM) suggests that direct replacement costs can reach up to 60 percent of an employee’s annual salary, with total costs ranging to as much as from 200 percent of annual salary. Given the link between employee burnout and turnover, it’s time for organizations to invest in the employee experience and create programs that will help thrive.  

The post Employee Burnout: 5 Organizational Programs That Can Reduce It appeared first on hr bartender.

Categories: Blogs

What’s Your Story?

Leadershipnow - Mon, 01/07/2019 - 01:03

WHAT GREAT LEADERS have in common is their ability to communicate and create meaning from their words. Much of that ability speaks to the ability to listen and read between the lines to develop an understanding with those you lead. Great stories begin with great listening. From there you can learn how to connect your perspective to theirs.

This is especially important today when ironically our ability to communicate in a meaningful way is deteriorating. The structures we used to have to develop that skill are diminished. Bursts of thought do not help to create the empathy we need to function effectively as a civilization. We don’t connect in bursts of thought but in shared stories. A good story can set the tone for a deeper connection and empathy for another’s perspective.

In a September 2018 interview with Fast Company magazine, Doris Kearns Goodwin talks about her book, Leadership: In Turbulent Times, and the ability of the four presidents she delved into to communicate through stories. Each of the presidents she portrays could help their audience see themselves in the future they were describing. A well-crafted story has the power to give the audience ownership of the idea that is woven into the story.

Goodwin is asked, “What’s the most important lesson that business leaders can take from these presidents?” If I were to pick one, it would be the ability to speak to audiences with stories. [Take] Abraham Lincoln: While we celebrate his beautiful language, his speeches really worked because they were filled with stories and illustration. He believed people remembered anecdotes better than facts and figures. When he was young, he would listen as his father and the people who would come by his little log cabin told stories. He’d go to bed at night and try to translate those stories into [his] words, so he could then go out on the field the next day, stand on a tree stump—he’s like eight, nine years old—and entertain his friends.

Each of these leaders was fortunate to live in a time when his particular kind of storytelling fit the age. Lincoln’s speeches were printed in full in newspapers; they could be read aloud all over the country. Teddy Roosevelt had this punchy way of speaking—“square deal,” “speak softly and carry a big stick”—that was perfect for the new newspaper age. FDR had the ideal voice for the radio age and a conversational, intimate style. People felt they were listening to him one-on-one. After he died, they felt they had lost a friend. Clarity, simplicity, humor—these people were experts.
Goodwin adds this about Theodore Roosevelt’s ability to relate—even today: What really interests me is thinking about which of these [presidents] would give a speech that would be relevant today. It would probably be Teddy Roosevelt. Think about where we were at the turn of the 20th century: The industrial revolution had shaken up the economy, immigrants were pouring in, cities were replacing towns. A gap was developing between the rich and the poor, and the social landscape was changing because of all these new inventions: the automobile, the telegraph, and the telephone. You had populist movements that called for restrictions on immigration, and the establishment worried about [giving] power to ordinary people.

Teddy was able to channel those emotions into positive, moderate reforms. Even his slogan would work today: “A square deal for the rich and the poor.” He was a fighter, but he understood that democracy would founder if people began to see each other as the other. He’d also be great at Twitter, with all his phrases: “Speak softly and carry a big stick.” He’d be perfect at that.
Ryan Matthews and Watts Wacker begin their book, What’s Your Story? with this observation: “Long before the first formal business was established, before the first deal, the six most powerful words in any language were Let me tell you a story.

What’s your story?

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Categories: Blogs

Connect and Engage with Job Candidates Using These 5 Recruiting Strategies

Hr Bartender - Sun, 01/06/2019 - 02:57

Organizations spend hours sourcing applicants, reviewing qualifications, interviewing candidates, and internal discussions among the recruiting team. But one of the most important steps in the recruiting process is one some companies spend very little time doing – selection. When it comes time to evaluate and select a candidate, some hiring managers will spend minutes making a final decision on who to extend an offer to.

It only seems logical that candidates accept job offers from organizations they’re excited to work for. The question becomes, how do organizations create that excitement? The answer is by connecting and engaging with the candidate. Find ways to learn more about the candidate and vice versa. Connecting and engaging might seem like the same thing, but they’re not. Connecting means providing a way for communication to happen. Engaging is starting the dialogue.

It’s an important distinction because the way a candidate interacts with you during the interview process can help you evaluate how they will behave as an employee. For instance, if a candidate shows up for an interview and treats the company receptionist badly, what are the chances that they will treat customers badly? The good news is that in today’s technology driven business environment, we can connect and engage with candidates before ever interviewing them.

5 Recruiting Strategies for Connecting and Engaging with Candidates

Connecting and engaging with candidates isn’t a one-way activity. Remember that candidates are doing their own types of connecting and engaging activities to learn more about the organization. Here are five recruiting strategies to consider:

  1. Create a robust employee referral program. Current employees are “connectors”, meaning they can introduce a candidate and the company. The organization benefits from the recommendation from a current employee, who knows what it’s like to work there. Meanwhile, candidates can learn the inside scoop about the organization from those same employees. This recruiting tactic continues to provide the highest quality of hire at the best cost per hire.
  2. Develop a talent network. According to a CareerBuilder’s Candidate Behavior Study, sixty-four percent (64%) of candidates research a company before applying to a job posting. This doesn’t mean that a candidate will never apply, but instead companies need to realize that the decision for a candidate to apply could take some time. Building a talent network, a place where candidates can virtually ‘hang out’ before they’re ready to apply is a great way to promote their employment brand as well as engage.
  3. Maintain a social media presence. Speaking of promotion, some of a company’s social media interactions can happen via their talent network. The goal is to be where your candidates are. Organizations want to understand how candidates find out about them and their openings. The desired result in connecting and engaging with candidates is getting them to apply. So, using social media to stay top of mind keeps the company visible with active and passive job seekers.
  4. Consider collaborative hiring. HR and hiring managers do not have to be the only people connecting and engaging with candidates. Collaborative hiring allows organizations to build recruiting teams, that include not only HR and the hiring manager but also include key employees that the candidate would regularly interact with. There are many benefits to this approach, especially during onboarding. Candidates can build relationships with more employees before day one.  It also means that more employees have a vested interest in the candidate’s success. 
  5. Use technology strategically. All of these activities point to the need for organizations to use their recruiting technology strategically. Today’s recruiting technology solutions allow companies to connect and engage with candidates before they apply as well as during the hiring process. In addition, companies can stay in touch with former employees and applicants, who can be a source for employee referrals and (possibly) become boomerangs. 
Build Recruiting Strategies that Connect and Engage Candidates

To make the best hiring decisions, organizations need to take advantage of every opportunity they have to learn about the candidate, and not just their knowledge, skills, and abilities. Organizations want to know that a candidate is going to like the work and the company.

That’s why successful recruiting strategies involve connecting and engaging with candidates. Organizations can use their resources, including current employees and alumni, to build an effective recruiting community that will help them find the best talent. Because the greater the candidate engagement, the more likely they are to accept a job offer and become an engaged employee.

Image captured by Sharlyn Lauby while exploring the Wynwood Wall Art District in Miami, FL

The post Connect and Engage with Job Candidates Using These 5 Recruiting Strategies appeared first on hr bartender.

Categories: Blogs

Give Employees Recognition and Rewards That Matter – Friday Distraction

Hr Bartender - Fri, 01/04/2019 - 02:57

This Time Well Spent from our friends at Kronos ran shortly before the holidays, but I thought the message was an important one to share even after the New Year. 

I’m sure 2019 is going to be a busy year. Every year seems to get busier than the last. Our calendars are full of meetings. We’re thinking about all of the goals we need to accomplish. Don’t get me wrong. I’m not complaining. The New Year can be exciting. But in all of the excitement, we can’t forget about recognition and rewards for employees and their hard work and efforts.

More importantly, we need to recognize and reward employees in a way that means something to them. Giving employees an “ugly sweater” is awesome if an employee wants an ugly sweater. Or lives someplace where they can use a sweater in general. 

Find out what motivates employees. There are plenty of opportunities to ask employees what matters to them. You can ask during the interview. Or maybe create an activity during orientation where employees make a personal user guide that includes how they prefer to be recognized. Another option is to straight up ask them during a one-on-one meeting. Whatever method you choose, don’t make assumptions that every employee values the same things.

Step out of your comfort zone. When it comes to recognition and rewards, managers should not expect employees to conform to the manager’s style. Managers need to deliver recognition in a way that is meaningful to the employee. Some employees appreciate public recognition. Others are mortified by it. In addition, if you’re a manager that prefers staying out of the spotlight, you might need to step into it to properly recognize an employee. 

Look for signs that the recognition or reward was valued. I will admit that sometimes employees say, “Oh boss, I just love this!” and the truth is they hate it. But the employee doesn’t want to hurt feelings. If you want to know if an employee values a gift – see if they use it. Or pay attention when they mention recognition. It could be a small indicator of something that an employee appreciates. 

We spend a lot of time talking about employee engagement and the employee experience. Recognition and rewards are big parts of it. And we’re not talking about big, expensive items. It could be as simple as “thank you”. But that thank you needs to be sincere and delivered in a meaningful way. It goes without saying (but I’ll say it anyway) that employees aren’t going to engage with an organization where they’re not appreciated. Because they can go find a company that will. 

The post Give Employees Recognition and Rewards That Matter – Friday Distraction appeared first on hr bartender.

Categories: Blogs

What Habits Are You Building This Year? Here Are Mine (and What I’m Learning from Them)

Eblingroup - Thu, 01/03/2019 - 06:43

So, welcome to the first work day of 2019. By the time you read this, we may be into the third or fourth day or beyond, but as I write this, it’s January 2. And, by writing this, I am following through on one of the habits I set out for myself in my annual planning period between Thanksgiving and the end of the year. The particular habit I’m talking about is to write at least 500 words a day Monday through Friday in 2019.

Why am I setting that up as a habit for myself? It’s because I realized during my annual retreat with Diane (my all-star life and business partner) that I am better when I write regularly. (You can read our tips for how to do a great annual retreat here) I think more clearly and deeply. I’m more creative. I see patterns better. I learn more. I connect with more people more frequently. My 500 words can take the form of a blog post like this one. It could be an entry in my journal. It could be working on a longer essay or article or it could be taking notes as I brainstorm other ideas or projects.

Like a lot of people, I’m always looking for ways to manage myself more effectively (Manage Yourself is the first of three key leadership imperatives I address in the new 3rd edition of The Next Level.) With that in mind, some of the other habits I’m taking on this year include:

Reading more books: I’ve always been a voracious reader but I’ve noticed over the past couple of years that I’m spending too much time reading the news. That’s been a problem for a lot of us lately. It’s important to keep up with what’s going on but how much marginal value is there in reading four or five articles on the same story? Not much really. So, to make sure I read more books this year, I’ve set up a reading list (you can see it here) and a plan. All the books I’m going to read are already on my Kindle app (there’s a lot I’ve bought the past couple of years but haven’t read). That makes it easy for me to get in 15 to 30 minutes of reading time in between meetings wherever I am. I’m not going to read more than two books at a time. There will be a morning book and a rest of the day book. The morning book is to get me in the right frame of mind for the rest of the day. The rest of the day book is to expand my breadth. Using this method, I finished John Carreyrou’s award winning page turner, Bad Blood about the fraud that went on at the former Silicon Valley unicorn, Theranos. I’m about two-thirds of the way through the thought provoking Buddhism Without Beliefs as my morning book and just started Stan McChrystal’s Leaders: Myth and Reality as my rest of the day book last night. I’m loving this routine!

Getting More Cardio: If you’ve read my blog for awhile, you know that I’m pretty much an everyday yogi. I took up yoga a little over eight years ago to manage the effects of my multiple sclerosis. It’s done that and so much more. I’m probably as strong as I’ve ever been, my balance is great and I’ve made a lot of good friends as part of the deal. You don’t get a lot of cardio fitness with yoga though and as I ran for connecting flights a few times last year, I noticed I was getting overly gassed. I don’t run much for fitness anymore, so I’ve joined a gym close to where we live and have started taking bike, cross-fit and elevated treadmill classes three or so mornings a week. The trick I’ve found for sticking with it is when you sign up for a class on the gym’s app you can’t cancel it less than three hours before the class without endangering your right to continue to sign up for classes online. So, this morning I wasn’t exactly excited about getting out of bed at 6:30 am for a 7:00 am class but I sure wasn’t going to get up at 4:00 am to cancel it so I could sleep in! I’ve been doing this for a couple of months now and have yet to regret going to class. I’ve also noticed that I’m doing better when I have to break into an unexpected sprint!

Getting real about guitar: Last summer, I gave into my rock and roll dreams and bought a beautiful black Fender Stratocaster guitar. (It looks like the one that David Gilmour played in Pink Floyd but is not nearly as expensive.) My original plan was to teach myself how to play using the Fender Play app and I’ve completed two of the five levels of lessons in the app. The other thing I’ve been doing is randomly learning how to play different songs that pop into my head by finding an online video lesson of someone teaching you how to play that song. It’s been fun, but frankly I’ve been driving Diane crazy as I’ve been plunking stuff out on the guitar saying, “Listen to this. Recognize it?” The answer is usually, “Um, no.” The problem is I haven’t had a plan to really learn how to play. Everything was too random. Fortunately, there’s this wonderful Australian guy online named Justin Sandercoe who, for years, has been putting together an incredibly comprehensive set of videos and programs for learning to play guitar. I’m starting with the beginner level and am going to proceed step by step from there.

OK, I could go on, but what are the takeaways that might apply to you? There are a few principles at play in my habit examples that are helping me manage myself more effectively for 2019 that I think can help you too. Here they are:

Have a plan – You’re much more likely to build new habits if you have a plan. It could be a reading list, a well-designed instructional program or anything that creates a map for how you’re going to follow through.

Break it down – I love bite-size chunks. If you have a plan, there’s actually a lot you can do in 15, 30, 45 or 60 minutes. Break your habit plan down into digestible bites.

Set some metrics – Write 500 words a day. Go to a cardio class 3 times a week. Have two books going at any given time. Those are all simple metrics that keep my habit goals in front of me. What are yours?

Make it easy  – My online buddy Justin makes it super easy to learn guitar. He’s available whenever I can fit him in and I don’t have to get in the car to go see him. Carrying my books around on my Kindle app makes it easy to read wherever I am without the extra 2 to 3 pounds of book in my backpack (which I don’t always carry with me anyway. I always carry my phone). Make following through on your habits as easy as possible.

Build in accountability – Make it hard to back out. Telling all of you what I’m doing with my habits this year is one way for me to do that. Signing up for an early morning class knowing that I won’t have the opportunity to cancel it is another. What kind of simple accountability processes can you create for yourself so you’re compelled to follow through on your habits?

So what habits are you intending to establish for yourself this year? What kinds of plans do you have for doing that? What’s working for you? I’d love to hear your ideas!

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Categories: Blogs

Management and Leadership: Organizational Strategies for High Performance

Hr Bartender - Thu, 01/03/2019 - 02:57

Every organization is striving for high performance. I don’t know of a single organization that’s saying, “Our vision is to be mediocre. Let’s just do enough to get by.” Organizations want to be the best. To do that, they need high-performing employees.

But to have high performance, organizations need to think about their learning and development strategies. Here are a few popular HR Bartender posts from the year that focus on learning and creating high performance.

The Difference Between Goals, Objectives and Outcomes

The key to employee engagement is employees who feel their work is valued. Talent management links value to business outcomes via goals.

How to Create Learning Paths that Align with Company Goals

Learning paths allow employees to build knowledge or skills. We want them to align with company goals. These six steps help align learning paths to goals.

Employee Coaching Is a Form of Accountability

Employee coaching is not the same as discipline. That’s important because coaching is often perceived as negative. It’s a discussion for accountability.

4 Ways to Measure the Success of Your HR Programs

There is only one sure way to know if your HR programs are a success – measure the results. There may be many was to do that. Here’s a proven method.

Managers are key in the execution of the company’s learning and development strategies. Organizations need to not only make investments in employee learning but manager development as well. Here are some topics to consider when it comes to management development programs

The 10 Basic Skills that Every Manager Should Have

There are skills that every employee should have. Managers need those too, plus a few others. These are the 10 basic skills every manager needs to have.

Managers Should Spend the Majority of Their Time Doing This

Managers have a lot to do. And that’s exactly why managers should spend most of their time doing this. It helps with goals, performance and learning.

4 Ways Managers Can Create the Work Conditions for High Performance

Employee engagement and high performance should go together. There are 4 ways managers can encourage engaged employees into high performance.

Organizational success (which includes the bottom-line) is a result of employee performance. It only makes good business sense to invest in programs that will help employees become high-performers. This includes developing managers to be excellent coaches, trainers, and leaders.

Image captured by Sharlyn Lauby after exploring the streets of Gainesville, FL

The post Management and Leadership: Organizational Strategies for High Performance appeared first on hr bartender.

Categories: Blogs

Newton’s First Law and Your Life

Leadershipnow - Thu, 01/03/2019 - 01:34

IN 1686, Sir Isaac Newton presented three laws of motion. The first law is often referred to as the Law of Inertia. The law states that every object will remain at rest or continue in a straight line unless compelled to change its state by the action of an external force. In other words, things stay the way they are unless something comes along to disrupt them. This law has the power to make us or break us. And it is at work in our lives all day, every day whether we are conscious of it or not.

When we kick a soccer ball, it heads in a specific direction until it is acted upon by a force greater than the force that is currently propelling it downfield. Like that soccer ball, our life is moving along a path that is taking us to a particular future intentionally or not. And we will continue along that path to its destination until we do something different. It’s not about what we want. It’s about what we are doing. Our intentions mean nothing. It’s a law, and as such, it is objective and indifferent to our intentions.

In other words, our 2019 will be just like our 2018 unless we exert a force to change our direction that is greater than comfort we enjoy by continuing to do what we have always done producing the same results again and again. No force, no change. 2019 will be 2018 all over again.

If you’re not where you want to be, change your direction. Get on a new path. New actions will produce different results.

We can use Newton’s law to our advantage. For every cause, there is an effect. Today is connected to tomorrow. Every action we take and everything we say is taking us somewhere. We just need to be sure we are on the path that is taking us where we want to go; a path that is taking us to the person we want to become.

If we work harder than we did last year, then we will do better.
If we sacrifice now, then we are investing in our future.
If we reflect, then we will grow.
If we improve our leadership, then people will follow us.
If we are courageous, then we will inspire.
If we are curious, then we will learn.
If we avoid the trappings of power, then we will stay connected with those we serve.
If we surround ourselves with the right people, then we will be enriched and will lift others up.
If we are authentic and humble, then we will build trust.
If we work this law to our advantage, then we will eradicate regret.

If we don't improve, then our circumstances won't improve either. We can’t tell ourselves that it’s not going to be alright if we are headed in the wrong direction. Life naturally pushes us off-course and takes us on tangents. Anything meaningful in life is produced by moving upstream – against the current. When we find ourselves where we don’t want to be, we must acknowledge the fact that we have drifted; we have gone with the flow. We need to make some course corrections. We all do from time to time.

Of course, this implies getting uncomfortable. It’s helpful to have a mentor, a coach, or a program that will keep us accountable, because we tend to say, “I pushed hard enough” when we’ve barely touched our potential.

As we look at our life, we all have directions that need to be changed. It helps to begin this process by asking ourselves questions and giving serious and honest thought to the answers.

The big general questions are: What worked for me last year and what didn’t? What habits are holding me back? What three things do I want to accomplish by 2020? What is that one thing I need to accomplish in 2019—your BHAG—my Big, Hairy, Audacious Goal? What does a good day look like? What routines keep me on track? Why do I do what I do?

And most importantly, what am I grateful for? Then drill down into specific areas of your life:

Do I make time to study and grow spiritually?

What habits are draining my time and attention?
What activities replenish me?
Am I taking time to relax and grow in other areas of interest?

Am I sleep deprived?
Am I eating healthy and avoiding processed foods?
What do I need to change in my diet in 2019?
Am I exercising regularly?
Am I drinking enough water? Is my morning and evening routine setting me up for my best day?

Am I living within my means?
How much do I want to make in 2019?
What do I have to do to reach that amount?

What weaknesses do I need to minimize?
Am I where I would like to be in my work or career?
How can I increase the value I bring to work?

What relationships are building me up?
Are any relationships taking me off-track?
Who do I take for granted?
Do I support those around me?
Do I support and encourage others?
Do I focus on building others up?
Do I make time for others?

Where do I need to grow?
What strengths do I need to improve on?
What do I need to learn?
What books do I need to read?
What seminars do I need to attend?
What can I learn from the mistakes I made in 2018?

The key to moving forward is the first step. Every destination needs to be broken down into incremental markers or indicators on the way to the destination. What is the first thing you need to do to get you moving in the right direction? As you begin, focus on the actions required and not the end result. A small step is easier than a leap. Once the first step is made, it is easier to continue down the right path to your desired destination.

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Categories: Blogs

3 Moving-Target Issues Every Leader Must Be Following

Greatleaders hipbydan - Wed, 01/02/2019 - 06:00
Guest post from Alexandra Levit:

As a futurist, it’s my job to track the evolution of the 21st century organization, and as of late
we’ve come upon new challenges in reputation management, intellectual property, and digital transformation and disruption. Your challenge as a leader? Strive to fit these pieces together as the realities of our future workforce become ever more salient.
Reputation Management
As we approach 2030, the importance of online reputation will only increase. Now, reputation management exercises are largely undertaken in response to a crisis, once damaging information has gone viral. In the next decade, though, most organizations will become more proactive. Artificial intelligence and tracking software will help companies crack down on fake reviews and employment experiences, counteract negative commentaries with positive ones, and spot and address problematic situations more quickly.
By the same token, analytics advances will amplify consumer power, as reviews will be quantified to produce a master rating that can change by the second. Applying for a new job? Your phone might flash a warning that a company has dropped below the average in terms of employee desirability. You might decide to eschew your choice of restaurant when you suddenly receive an alert about health department citations. In other words, we will live in a Rateocracy.
To operate effectively in this climate, planning and investment is essential. Leaders must hire staff with specific oversight and responsibility for online reputation management. They must establish protocols for generating positive reviews and responding to negative ones. Using the most sophisticated tools available, reputation teams will track social media channels and other relevant forums to understand current sentiment about their organization, their competitors and their industry.
Intellectual Property
According to futurist Thomas Frey, author of Epiphany Z: Eight radical visions for transforming your future, future intellectual property (IP) issues will be focused on ownership, privacy and freedoms as new technologies will fit poorly into the existing legal frameworks.
Potential (and thorny) IP issues include: Will companies have the right to automatically control and use data that comes in from employees while they are at work? How can organizations prevent sensor networks from being hacked, monitored or stolen by outside forces? When the seamless interface of Internet of Things devices allows companies to search and learn all kinds of details about their customers and employees, who owns this information?
Besides answering these complex questions, which can’t happen overnight or in a vacuum, there are steps you can take to protect current and future IP that’s specific to your organization: Emphasize data security and protection, educating your employees and stakeholders about how proprietary data should be stored and shared. Use a single technology platform for all your IP so it’s easier to manage and update, and so you can eliminate redundancies. And finally, seek to grow your IP by developing employee skills and soliciting feedback from customers.

Digital Transformation and Disruption
Technology’s impact on the workplace has been discussed ad nauseum. However, most overlook how a company gets from here to there. That path is known as digital transformation, or the process of converting all or most of an organization’s operations to online or otherwise computerized mediums.
In most companies, total digital transformation is a long and at least somewhat disruptive process. Some colleagues will inevitably fight against change in favor of the status quo, and future-minded leaders require strategies to bring them into the fold.
Before you attempt to persuade colleagues to jump right into a specific initiative, provide a safe space to discuss disruption in general. Ask questions like: What technology-based disruptions are you seeing in your business? What concerns you about implementing new technologies for existing processes?
Go out of your way to attend forward-thinking industry events. The sessions and conversations you and your colleagues will have at conferences centered on digital transformation and disruption will take your thinking to another level. Encourage your colleagues and employees to see for themselves what digital transformation and disruption mean and what they can do for growth and profit.
Sometimes an internal leader can repeat the same message dozens of times, but no one really hears it until it comes from the mouth of an external consultant who is perceived as an expert. When it comes to embracing disruption, you might make greater headway by bringing on a single or team of advisers who can offer an objective picture of your organization’s digital transformation status compared to the larger market and can provide direction and next steps.
Alexandra Levit is the author of the new book Humanity Works: Merging Technologies and People for the Workforce of the Future (Kogan Page). A partner at People Results, she helps Fortune 500 and government organizations and their leaders prepare for the future of work through proprietary research, consulting, and program development. For more information, please visit
Categories: Blogs

First Look: Leadership Books for January 2019

Leadershipnow - Tue, 01/01/2019 - 03:05
Here's a look at some of the best leadership books to be released in January 2019. Don't miss out on other great new and future releases.

Unlocking Creativity: How to Solve Any Problem and Make the Best Decisions
Michael A. Roberto

Leaders do not have to conceive innovative ideas, but rather open the path for curious and creative employees within their organization. Unlocking Creativity aids organizations in removing obstacles to the creative process and helps to form an atmosphere of imagination and innovation.

Be Fearless: 5 Principles for a Life of Breakthroughs and Purpose
Jean Case

When National Geographic Chairman Jean Case set out to investigate the core qualities of great change makers, past and present, from inventors to revolutionaries, she found five surprising traits all had in common. They weren’t wealth, privilege, or even genius. It was that all of these exceptional men and women chose to make a “big bet,” take bold risks, learn from their failures, reach beyond their bubbles, and let urgency conquer fear.

Creative Construction: The DNA of Sustained Innovation
Gary P. Pisano

The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Big organizations require a different set of management practices and approaches—a discipline focused on the strategies, systems and culture for taking their companies to the next level.

Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes that Matter Most
Robert J. Anderson and William A. Adams

Is your leadership built for scale as you advance in today’s volatile and disruptive business environment? This context puts a premium on a very particular kind of leadership—High-Creative leadership capable of rapidly growing the organization while simultaneously transforming it into more agile, innovative, adaptive and engaging workplace.

Return on Courage: A Business Playbook for Courageous Change
Ryan Berman

Return on Courage is the go-to courage instructional manual that helps readers attack and shrink business fears head-on. They will learn how to relentlessly play offense, drive change, and transform into a Courage Brand®. ROC can be the secret weapon to innovating new products and services, maximizing ROI, and revolutionizing their industry.

Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Want
Beverly Kaye and Julie Winkle Giulioni

Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. But most managers feel they just don't have time for it. This new edition offers a better way: frequent, short conversations with employees about themselves, their goals, and the business that can be integrated seamlessly into the normal course of business.

For bulk orders call 1-626-441-2024

Build your leadership library with these specials on over 39 titles. All titles are at least 40% off the list price and are available only in limited quantities.

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“Books, because of the power they possess to exert intellectual influence, more so than any other form of serious communication, change the way readers — and even leaders — see the world and set the stage for them to change it.”
— Peter J. Dougherty, editor-at-large at Princeton University Press

Categories: Blogs


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