Are You Leading for the Right Reasons?

Leadershipnow - Wed, 03/04/2020 - 01:00

YOU either lead for yourself or others. Why you took the role you now fill, affects the results you are getting.

Patrick Lencioni has penned another leadership fable that follows the discussion of two CEOs getting to the bottom of why they lead and the results they are getting from their two different mindsets. The Motive is classic Lencioni, with plenty of let’s-get to the-core-of-the-issue insights.

He writes that there are fundamentally only two motives that drive people to lead: service or reward.

Those who lead to serve “understand that sacrifice and suffering are inevitable in this pursuit and that serving others is the only valid motivation for leadership.

Those who lead for rewards often associated with leadership “see leadership as the prize for years of hard work and are drawn by its trappings: attention, status, power, money.”

When leaders are motivated by personal reward, they will avoid the unpleasant situations and activities that leadership requires. They will calculate the personal economics of uncomfortable and tedious responsibilities—responsibilities that only a leader can do—and try to avoid them. This inevitably leaves the people in their charge without direction, guidance, and protection, which eventually hurts those people and the organization as a whole. Employees will express their disbelief as to how their leader could have been so negligent and irresponsible, yet it makes perfect sense in light of his or her motive for becoming a leader.

Lencioni acknowledges that although we all try to do the right thing at times, we do fall short. But a little self-examination will reveal that one of these motivations is predominant in our thinking and explain the impact we’re having on the health of the entire organization.

What Do Reward-Centered Leaders Avoid?

When you are motivated by reward as a leader, you typically avoid these five situations or responsibilities:

1. Developing the Leadership Team

In some cases, leaders delegate team-building to their head of HR. Let me be very clear; this does not work. And that’s not a knock against HR folks. If people on a leadership team don’t believe that the leader sees team development as one of his or her most critical roles, they’re not going to take it seriously, and it’s not going to be effective. The leader simply must take personal responsibility for, and participate actively in, the task of building his or her team.

2. Managing Subordinates (And Making Them Manage Theirs)

Managing individuals is about helping them set the general direction of their work, ensuring that it is aligned with and understood by their peers, and staying informed enough to identify potential obstacles and problems as early as possible. It is also about coaching leaders to improve themselves behaviorally to make it more likely that they will succeed.

3. Having Difficult and Uncomfortable Conversations

Failing to confront people quickly about small issues is a guarantee that they will become big issues. And if you’re not a responsibility-centered leader, one who understands that if the leader doesn’t do it, no one will, then you’re probably going to find a reason, almost any reason, to ignore those messy issues and do something else.

4. Running Great Team Meetings

Meetings are the setting, the arena, the moment when the most important discussions and decisions take place. What could be more important?

Think about it this way. The best place to observe whether a surgeon is good at her job, a teacher is good at his, or a quarterback good at his, is to watch them during an operation, a class session, or a game, respectively. What’s the best place to observe a leader? That’s right—a meeting.

5. Communicating Constantly and Repeatedly to Employees

Most CEOs don’t hate the idea of communicating to employees. But the majority of them greatly underestimate the amount of communication that is necessary…. Unfortunately, many CEOs refuse to repeat themselves again and again and again and again…. No reasonable human being has ever left a company because management communicated too much. “That’s it. I’m going somewhere where leaders tell me something once and never repeat it again!”

Each of these points ends with a section of questions “to help you reflect on your own attitude and discern whether you may be struggling to some extent with reward-centered leadership.”

What motivates us to lead? If it is not service, we aren’t really leading; we are simply draining the organization and its people for our own gain. Lencioni encourages “those who chose to embrace responsibility-centered leadership—even if they were formerly focused on rewards—will come to see activities and situations that they once viewed as tedious and unpleasant as the real work of a selfless leader. And eventually, start to enjoy them.”

But more than that, we are teaching future generations that the only kind of leadership that matters is other-centered or service-centered leadership. If reward-centered leadership is the norm, “the wrong people will aspire to be managers, CEOs, and civic leaders, condemning society to more of the same or generations to come.” The cost is too high.

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Categories: Blogs

Jack Welch’s Approach to Leadership

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A look at the GE CEO’s legacy.

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What Coronavirus Could Mean for the Global Economy

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Do Universities Need 2U to Create Digital Education?

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How Workplaces — Not Women — Need to Change to Improve Equality

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Don’t Let Perfection Be the Enemy of Productivity

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How to Achieve Resilient Growth Throughout the Business Cycle

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Two New Moms Return to Work — One in Seattle, One in Stockholm

Harvard business - Tue, 03/03/2020 - 06:05

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THE HR FAMOUS PODCAST: E4 – Microaggressions

Hr Capitalis - Tue, 03/03/2020 - 04:53
In Episode 4 of The HR Famous Podcast, long-time HR leaders (and friends) Jessica Lee, Tim Sackett and Kris Dunn get together to dip into uncomfortable territory by talking about microaggressions - what are they, how they manifest themselves and... Kris Dunn
Categories: Blogs

Talent Acquisition: 3 Learning Activities that Can Benefit Your Strategy

Hr Bartender - Tue, 03/03/2020 - 02:57

(Editor’s Note: Today’s article is brought to you by our friends at Criteria Corp, a leading provider of pre-employment testing services. If you want to learn more about how pre-employment testing can benefit your talent acquisition strategy, check out Criteria Corp’s “Definitive Guide to Pre-Employment Testing”. I’ve found it to be a comprehensive guide that I keep on the corner of my desk all the time. Enjoy!) 

I’m confident that you know recruiting in today’s business environment is hard. Unemployment is at a 50-year low and we continue to have more job openings than job seekers. So it won’t come as a surprise that we need to adapt our talent acquisition strategy to effectively deal with these challenges.

I’ve written about the buy, build, borrow model a few times. In the past, organizations have really focused on the “buy” component of the model, which is hiring candidates from the outside. What’s interesting to see is how more organizations are starting to address their external recruiting challenges  by using the “build” component of the model, which is developing current employees.

The build component is typically focused on developing employee skills. This is important because there’s a skills gap that needs to be addressed. According to the Association for Talent Development (ATD), more than 80% of organizations feel that they are facing a skills gap and they will continue to do so. Skill development addresses both the skills gap and the candidate shortage. And since the statistics suggest that this situation isn’t changing anytime soon, it only makes sense for organizations to include learning and development in their talent acquisition strategy. There are three types of learning activities that organizations can use to develop employee skills:

Skilling is teaching an employee the skills they need for the job they have today. Let’s say Cecil is a new security officer in the organization. In order to do his job, he needs to know how to monitor the security cameras. Training him on how the security cameras work would be skilling.

Upskilling is teaching an employee additional skills so they can continue to bring value and contribute to the bottom-line, typically in their current role. An example would be if Jose, who works in HR, wants to get the Society for Human Resource Management (SHRM) Talent Acquisition Specialty Credential. While the credential is a confirmation of proficiency, the process to obtain the credential often adds new skills.

I view upskilling as being a little different from skilling. Skilling is about having the necessary skills to do the job. Upskilling is about additional skills to stay relevant and enhance the job. Which leads us to the third learning activity:

Reskilling is to teach an employee new skills so they can do a different job. A great case study can be found in Harvard Business Review’s article “AT&T’s Talent Overhaul”. It talks about how AT&T managed the transition from being the “phone company” to a “digital organization” and more importantly, how the company created a transition for employees who held the title of telephone operator to new positions in the digital organization.

This could be a new way of thinking about talent acquisition and learning. In some organizations, recruiting and learning functions don’t partner in this way. Everyone might agree that skills development is important, but the responsibilities are siloed. I’d challenge people to think of skills development as a company-wide initiative for a couple of reasons.

If organizations want to accomplish their goals, they need employees who can do the work. If there are skills gaps, then the organization either needs to find the talent on the outside or develop people from within. Maybe even a bit of both.

In addition, if organizations want to grow (whether that’s in size or in revenue) then they need employees who are going to help them get to the next level. That means skill development and skill enhancement.

These two things – having the right talent for today and developing the right talent for the future – helps the organization adapt to the changing needs of customers and the business environment. That isn’t a recruiting responsibility or a learning responsibility. It’s an “everybody” responsibility.

There’s one more reason for organizations to focus on skill development as part of their talent acquisition strategy. It allows organizations to become more adaptable. I ran across an another article in Harvard Business Review that talked about fit versus adaptability and that adaptability might be a better indicator of performance than cultural fit. It got me thinking. Adaptability means that individuals must be able to learn as things change over time. That means employees must be not only be trainable for the job they hold today but capable of upskilling and reskilling for future opportunities.

I realize that organizations cannot abandon their buy strategy. Sometimes we need to recruit from the outside. But to make sure that employees are able to adapt, organizations should consider making “trainability” a quality they want to explore during the recruiting process. Ask some behavioral based interview questions about self-learning. Also consider using cognitive aptitude assessments to measure trainability. This dual approach could help the organization hire people today that will be skilled for future opportunities.

If you want to learn more about adaptability and how to add skilling, upskilling, and reskilling into your existing talent acquisition and development programs, join me and the Criteria Corp team for a webinar on “Using Talent Pools as the Foundation of Your Talent Strategy” on Tuesday, March 17 at 10a Pacific / 1p Eastern. We look forward to seeing you there!

The post Talent Acquisition: 3 Learning Activities that Can Benefit Your Strategy appeared first on hr bartender.

Categories: Blogs

10 Lessons from Porter Moser’s All In

Leadershipnow - Mon, 03/02/2020 - 16:36

PORTER MOSER is the head men's basketball coach at Loyola University Chicago. Known for what he does on the court, he has guided the Loyola-Chicago Ramblers to three post-season berths, including a historic run to the 2018 NCAA Final Four and back-to-back MCV regular-season championships in 2018 and 2019. But it is his reputation and impact for what he does developing people off the court that is his legacy.

In All In: Driven by Passion, Energy, and Purpose, he shares the values and beliefs, the ups and downs of his career, and the lessons he has taken from them. All In is filled with wisdom and lessons from a life leading others to their potential. I’ve extracted some of them for our mutual benefit:

How you think is how you feel, how you feel is how you act, and how you act is what defines you. I believe completely in the progression of these three statements. If you’re thinking good thoughts, you’re going to have a bounce in your step. You’re going to act in a certain way. Likewise, if you’re thinking negative thoughts, if you have a “poor me” attitude, that’s how people will perceive you.

Talk to yourself, don’t listen to yourself; feed yourself with positive encouragement; and chose faith instead of fear.

We have a team rule: “No complaining, no excuses, and no entitlement.” It helps us guard against energy vampires. But there is a difference between being an energy vampire and lacking confidence. As a coach, I think it is important to sense when a player lacks confidence. When I see that happening, I’ll do what I can to lift him up. There is also a difference between being an energy vampire and being stressed. Sometimes we’re negative because we’re stressed. The key to preventing stress from turning you into an energy vampire is learning how to manage it.

Adversity doesn’t define us; how we respond to adversity does. Character is how you respond when things don’t go your way. I have a mantra: “Fall seven, rise eight.” (It’s also a line from Proverbs 24:16—“though they fall seven times, they will rise again.”) No matter how many times I might fall, I always remind myself to get up, to keep fighting, to persevere.

When you’re humble—when you admit your mistakes—you build trust. You show that, in the end, you’re concerned with something beyond your own accomplishments or achievements.

Perseverance is continued effort in the face of difficulty. Resiliency is seeing the problem and adjusting to that difficulty. Perseverance is strength; resiliency is strategy.

Being competitive means that you find a way to realize your vision. If one path closes, you find another one.

When you feel entitled, you think that you don’t need to contribute, and you don’t worry about what value you bring to the table.

Mentorship is an important part of being a professional. I want my assistants to know that I am trying to help them do their jobs; I want my players to know that I want them to be successful student-athletes.

Sometimes when people are giving you advice, they are telling you what’s important to them, not what’s important to you. That’s when you need people in your circle of influence who truly care about your happiness and can help you reaffirm what’s important to you.

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Categories: Blogs

8 Questions Employers Should Ask About Coronavirus

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The World Needs More Businesses that Call Bull**** on Ageism...

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Categories: Blogs

First Look: Leadership Books for March 2020

Leadershipnow - Sun, 03/01/2020 - 12:37

Here's a look at some of the best leadership books to be released in March 2020. Don't miss out on other great new and future releases.

The Catalyst: How to Change Anyone's Mind by Jonah Berger

Everyone has something they want to change. Marketers want to change their customers’ minds and leaders want to change organizations. Start-ups want to change industries and nonprofits want to change the world. But change is hard. Often, we persuade and pressure and push, but nothing moves. Could there be a better way? This book takes a different approach. Successful change agents know it’s not about pushing harder, or providing more information, it’s about being a catalyst. Catalysts remove roadblocks and reduce the barriers to change. Instead of asking, “How could I change someone’s mind?” they ask a different question: “Why haven’t they changed already? What’s stopping them?”

Upstream: The Quest to Solve Problems Before They Happen by Dan Heath

So often in life, we get stuck in a cycle of response. We put out fires. We deal with emergencies. We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems. Cops chase robbers, doctors treat patients with chronic illnesses, and call-center reps address customer complaints. But many crimes, chronic illnesses, and customer complaints are preventable. So why do our efforts skew so heavily toward reaction rather than prevention? Upstream probes the psychological forces that push us downstream—including “problem blindness,” which can leave us oblivious to serious problems in our midst.

Leading with Gratitude: Eight Leadership Practices for Extraordinary Business Results by Adrian Gostick and Chester Elton

Workers want and need to know their work is appreciated. Showing gratitude to employees is the easiest, fastest, most inexpensive way to boost performance. New research shows that gratitude boosts employee engagement, reduces turnover, and leads team members to express more gratitude to one another—strengthening team bonds. Studies have also shown that gratitude is beneficial for those expressing it and is one of the most powerful variables in predicting a person’s overall well-being—above money, health, and optimism.

The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights by Doug Conant

In 1984, Doug Conant was fired without warning and with barely an explanation. He felt hopeless and stuck but, surprisingly, this defeating turn of events turned out to be the best thing that ever happened to him. Doug began to consider what might be holding him back from realizing his potential, fulfilling his dreams, and making a bigger impact on the world around him. Embarking on a journey of self-reflection and discovery, he forged a path to revolutionize his leadership and transform his career trajectory. Ultimately, Doug was able to condense his remarkable leadership story into six practical steps. It wasn't until Doug worked through these six steps that he was able to lift his leadership to heights that ultimately brought him career success, joy, and fulfillment.

Parents Who Lead: The Leadership Approach You Need to Parent with Purpose, Fuel Your Career, and Create a Richer Life by Stewart D. Friedman and Alyssa F. Westring

Parents in today's fast-paced, disorienting world can easily lose track of who they are and what really matters most. But it doesn't have to be this way. As a parent, you can harness the powerful science of leadership in order to thrive in all aspects of your life. Drawing on the principles of his book Total Leadership—a bestseller and popular leadership development program used in organizations worldwide--and on their experience as researchers, educators, consultants, coaches, and parents, Stew Friedman and coauthor Alyssa Westring offer a robust, proven method that will help you gain a greater sense of purpose and control.

Create the Future + the Innovation Handbook: Tactics for Disruptive Thinking by Jeremy Gutsche

What potential is so close within your grasp? What are you actually capable of? Create the Future teaches you how to think disruptively, providing specific steps to create real innovation and change. It combines Jeremy's high energy provocative thinking with tactics that have been battle tested through projects with leading innovators like Disney, Starbucks, Amex, IBM, Adidas, Google, and NASA. Better yet, this is a double-sided book. Create the Future is paired with a revised edition of Jeremy's award-winning innovation handbook, Exploiting Chaos.

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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“There is more treasure in books than in all the pirate’s loot on Treasure Island.”
— Walt Disney

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Categories: Blogs

Managers: 8 Ways to Create an Engaging Day for Employees

Hr Bartender - Sun, 03/01/2020 - 02:57

Organizations continue to look for ways to create greater employee engagement. Of course, one of the ways they do it is by creating programs focused on improving engagement. But creating programs can’t be the only thing that organizations do. Managers need to be actively involved in creating engagement.

Last year, I had the opportunity to spend some time at an SAP SuccessFactors conference in London. During the event, one of the speakers referenced eight ways to create a great day for employees. It made me immediately think of managers and employee engagement, so I wanted to share the list with you.

1. Deliver a learning moment. Learning can take place outside of the classroom and in small intervals. Managers have a real opportunity to coach and mentor employees. Help them learn new skills and knowledge that will improve their performance.

2. Use the employee’s strengths. Every employee has a strength. The question becomes does the employee know what theirs are? And does the manager know? Managers have the ability to give employees assignments that show off their strengths.

3. Tell employees they made an impact. At the core of employee engagement is the notion that employees should understand how their work connects to the organization’s strategic goals and plans. Managers should regularly tell employees how their work is benefitting the company.

4. Recognize an employee’s accomplishments. “No news is good news” should not be an employee recognition program. Managers should let employees know that they’re appreciative of their efforts and results.

5. Offer inspiration. Organizations should take the time to understand what motivates and inspires their employees. Then deliver on it. Being inclusive, transparent, and conducting ourselves in an ethical manner can provide inspiration to the people around us.

6. Help employees make progress toward their goals. Sometimes we have to do more than offer inspiration (See #5) and provide employees with tangible support toward goals. That might be approving attendance at a conference or seminar, giving an employee a book, or just listening.

7. Create collaborative opportunities. So far, we’ve been talking about all of the things that managers should be doing. It’s important to remember that employees can learn, get recognition, and receive inspiration from co-workers. If we let them get involved in group / team activities.

8. Let employees make it theirs. Finally, one of the best things we can do is let employees be themselves. That means setting expectations and getting out of the way. Managers can be there to support and encourage, but let employees own a process and take credit for the results.

As managers, I really thought this is a nice list of things that we can remember to do when interacting with employees. Will we remember to do every single one on each and every day? Probably not. But maybe that’s not the point. My question is, how many managers are doing at least one with an employee every day? Or maybe managers are great at using an employee’s strengths but not so great at creating collaborative opportunities. You see what I mean. The goal is with every interaction to provide employees with an engaging experience.

Image capture by Sharlyn Lauby after speaking at the SHRM Annual Conference in Las Vegas, NV

The post Managers: 8 Ways to Create an Engaging Day for Employees appeared first on hr bartender.

Categories: Blogs

LeadershipNow 140: February 2020 Compilation

Leadershipnow - Sat, 02/29/2020 - 21:16

Here are a selection of tweets from February 2020 that you don't want to miss:

See more on Twitter.

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