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Leaders: Choose Your Own Reality

Greatleaders hipbydan - Fri, 02/01/2019 - 06:30

Guest post from Dr. Joan McArthur-Blair and Dr. Jeanie Cockell
Just about every leader has had an employee who was, to say it diplomatically, a “handful” to manage. We have. One example was a person Joan worked with – let’s call her Jane Doe. Jane saw policies and procedures as mere suggestions. She irritated her team with her habit of pushing limits to get an idea through. When stressed she let it show though in her interactions with others. Yet, she always received amazing reviews from her direct reports and colleagues because they saw something important and worthy in her.
Along with her leadership faults, Jane  was innovative, creative, personable, dedicated, and very hard working. In Joan’s time working with her, Joan chose to focus on her abilities and how she used those abilities to champion what needed to get done. Notice the word choice here—Joan chose. She could have focused entirely on Jane’s weaknesses and frustrated all of  her attempts to undertake positive work. Yet, she consciously chose not to do this. She consciously chose to “reframe” the situation and foster Jane’s leadership strengths.
The power of reframing
Reframing is about intentionally offering up a different frame to a leadership situation. The ability to reframe or reinterpret a given situation enables leaders to see that positive consequences can be built from even the direst circumstances. What leaders focus on and foster influences the outcomes both for themselves and for those who work with them.
Reframing is a powerful practice that leaders committed to positive change embrace. It is one of the many practices of “appreciative resilience” which we outline in our book, Building Resilience with Appreciative Inquiry: A Leadership Journey through Hope, Despair, and Forgiveness.
Resilience, or the ability to sustain or persevere in the most complex of leadership and life experiences, is a necessary skill for leaders to have in today’s fast-paced, volatile world. Appreciative resilience approaches resilience from the place of assisting leaders in developing their own understanding and personal call to resilience by using appreciative inquiry. (AI is an approach that focuses on what’s working well by engaging people in asking generative questions.)
Using reframing to build resilience
Leaders often think of resilience as a response to weathering despair, but in appreciative resilience work, resilience is fostered from a place of maximizing the use of appreciative exploration as leaders move through three constant leadership states: hope, despair, and forgiveness.
Through our decades of consulting work, we’ve identified these three constant states of leadership and have seen the power of reframing in hope, despair, and forgiveness as part of  building resilience. For example, in hope, reframing can allow leaders to see possibilities in place of challenges. In despair, reframing can shed light on the strengths that can sustain a leader.  And, in forgiveness, reframing can empower someone to move past resentment, anger, and fear and step towards evolving and growing as a leader.
Living in today’s world full of multiple realities
Reframing as one of the practices of appreciative resilience allows leaders to begin to see the other possible worldviews and to be open to the idea that other views, ideas and directions could have merit. This is especially important in today’s leadership world where there are many different worldviews born out of culture, diversity, events, and lived experience.
When leaders see that their perspectives are not always shared truths, they change how they react. They alter the kinds of questions they ask, the types of actions they might take, and the openheartedness with which they might approach what is before them.
There are many people like Joan’s former colleague inside organizations. The ability to reframe to see these individuals’ strengths, or other people’s perspectives, or possibilities hidden within challenges opens the door for leaders to enable positive outcomes. P.S. Jane flourished.
About the authors:Dr. Joan McArthur-Blair and Dr. Jeanie Cockell are co-presidents of Cockell McArthur-Blair Consulting and co-authors of Building Resilience with Appreciative Inquiry, published by Berrett-Koehler. Dr. Joan McArthur-Blair is an inspirational writer, speaker, and facilitator. Joan specializes in the use of Appreciative Inquiry to foster leadership, strategic planning, and innovative strategies for organizational development. Dr. Jeanie Cockell is a dynamic facilitator known for her ability to get diverse groups to work collaboratively together. For twenty years, Jeanie has served as an educational and organizational consultant helping people, organizations, and communities build positive futures and respond effectively to change.
Categories: Blogs

Your Company Needs a Better Retention Plan for Working Parents

Harvard business - Fri, 02/01/2019 - 06:05

If your policies don’t accommodate their needs, they’ll go elsewhere.

Categories: Blogs

Automation Is Not a Replacement for Interaction – Friday Distraction

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

I recently participated in a Twitter chat hosted by the Workforce Institute at Kronos on the topic of predictions. You can check out the chat recap on the Workforce Institute blog. One of the questions that we talked about was automation and machine learning. The idea being that machines can help us automate some aspects of work such as scheduling. 

That’s why I couldn’t help but smile at this Time Well Spent cartoon from our friends at Kronos. Because the purpose of introducing machine learning isn’t so managers can spend less time with employees. It’s so they can better quality time on the right conversations. Even if those conversations are to coach employees and their performance. But in all seriousness, if organizations are planning to automate routine functions, there are a couple of things they need to consider. 

Agree on the role of technology. There are many reasons to bring automation technology into the workplace. To save money, to free up manager time, etc. If organizations want their implementation to be successful, then everyone needs to be on the same page about why the new technology is being implemented. I’ve seen technology implementations go very wrong because one person on the team thought the new technology would reduce headcount and someone else thought it would free up time. Needless to say, these two people were constantly at odds because they had two different end goals. 

Communicate the role of technology. Once key decision makers agree on the reason that the company is implementing automation technology, then make sure that everyone else knows. I’ve seen technology implementations get dragged out way too long because people assumed that the technology was taking their job instead of making their job easier. So, they made sure the implementation took an exceptionally long time to cover their bases. Totally unnecessary when everyone understands the reason that the technology is being implemented. 

I think it’s pretty safe to say that technology and automation has become a big part of our personal and professional lives. But everyone reacts to new technology differently. We’re all not early adopters. So, organizations need to be prepared to share the “Why’s?” with employees. Not only will it make the implementation go smoother, but it will have a positive impact on the final outcome. 

The post Automation Is Not a Replacement for Interaction – Friday Distraction appeared first on hr bartender.

Categories: Blogs

First Look: Leadership Books for February 2019

Leadershipnow - Fri, 02/01/2019 - 02:18
Here's a look at some of the best leadership books to be released in February 2019. Don't miss out on other great new and future releases.

Leadershift: The 11 Essential Changes Every Leader Must Embrace
John C. Maxwell

In Leadershift, John C. Maxwell helps leaders gain the ability and willingness to make leadership changes that will positively enhance their organizational and personal growth. He does this by sharing the eleven shifts he made over the course of his long and successful leadership career. Each shift changed his trajectory and set him up for new and exciting achievements, ultimately strengthening and sustaining his leadership abilities.

Relationomics: Business Powered by Relationships
Dr. Randy Ross with a Foreword by Ken Blanchard

In Relationomics, Dr. Randy Ross lays out the principles and practices that will help readers develop and sustain the kind of relationships that can build their business and energize their team, including how to become a value creator, master the art of giving and receiving helpful feedback, dramatically decrease employee turnover, lead beyond self-interest, and much more.

Bedtime Stories for Managers: Farewell, Lofty Leadership . . . Welcome, Engaging Management
Henry Mintzberg

If you're like most managers and things keep you up at night, now you can turn to a book that's designed especially for you! But you won't find talking rabbits or princesses here. (There is a cow, but it doesn't jump.) Henry Mintzberg has culled forty-two of the best posts from his widely read blog and turned them into a deceptively light, sneakily serious compendium of sometimes heretical reflections on management.

Brave New Work: Are You Ready to Reinvent Your Organization?
Aaron Dignan

Dignan says you can’t fix a team, department, or organization by tinkering around the edges. Over the years, he has helped his clients completely reinvent their operating systems—the fundamental principles and practices that shape their culture—with extraordinary success. Seth Godin says, “This is the management book of the year. Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work.”

The Enlightened Capitalists: Cautionary Tales of Business Pioneers Who Tried to Do Well by Doing Good
James O'Toole

James O’Toole tells the largely forgotten stories of men and women who adopted forward-thinking business practices designed to serve the needs of their employees, customers, communities, and the natural environment. They wanted to prove that executives didn’t have to make trade-offs between profit and virtue.

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

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Categories: Blogs

How Pharmacists Can Help Ensure That Patients Take Their Medicines

Harvard business - Thu, 01/31/2019 - 09:00

It shouldn’t be just on the patient.

Categories: Blogs

LeadershipNow 140: January 2019 Compilation

Leadershipnow - Thu, 01/31/2019 - 08:38

Here are a selection of tweets from January 2019 that you don't want to miss:
See more on Twitter.

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Categories: Blogs

The Cost of Self-Driving Cars Will Be the Biggest Barrier to Their Adoption

Harvard business - Thu, 01/31/2019 - 08:00

The technology is coming, but it’s going to be expensive.

Categories: Blogs

How to Unlock Your Team’s Creativity

Harvard business - Thu, 01/31/2019 - 06:05

Encourage a growth mindset.

Categories: Blogs

Recruiting In a Tough Labor Market: 4 Advantages to Using Hiring Teams

Hr Bartender - Thu, 01/31/2019 - 02:57

One of the fundamental principles of recruiting is that it’s a two-way decision. The candidate is selecting the company as much as the company is selecting the job seeker. And that selection process is getting more complex every day. Today’s candidates are doing their homework when it comes to the organizations they consider.

Part of that homework includes looking for information and recommendations from friends and colleagues. Which is why it’s no surprise that the most common source of hire remains employee referrals. However, technology is playing a huge role as well. Websites like Glassdoor, Indeed, and other social media platforms are popular places for candidates to research what’s being said about a company. According to Pew Research, almost 80 percent of Americans who have looked for work used online resources in their job search.

If job seekers are using multiple sources to make a decision about the company, then maybe organizations should consider the same thing. Collaborative hiring is the idea that the company would have multiple people involved in the hiring process, in addition to HR and the hiring manager. This “team” would include the other individuals – both inside and outside of their department – that the candidate would interact with most often.

4 Reasons to Consider Using Hiring Teams in Recruiting

Before we talk about the advantages of using collaborative hiring, let’s address the most common roadblock. Time could make organizations reluctant to use collaborative hiring methods.

Collaborative hiring takes time. More people are involved in the process so there are more schedules to coordinate and more interviews. And this could be a legitimate obstacle for companies. It could also be a huge benefit.

It’s hard to admit, but sometimes organizations hire too quickly. And sometimes candidates accept job offers too quickly. While a longer hiring process has its downsides, it can be presented to candidates as a benefit. “We take a long time to hire because this is an important decision. We want to get it right. And we want whoever gets hired to feel the same way.”

In addition to using time to the company’s advantage, here are four other reasons that using a collaborative hiring approach can help you hire the best talent.

  1. The candidate gets a realistic job preview. Let’s face it, sometimes the recruiter and the hiring manager can sugarcoat the job. Or leave something out. It’s not to trick a candidate. Recruiters and hiring manager don’t always do the job they’re hiring for, so their impression of the work can be different. By including other people in the process, the candidate can get the “inside scoop” about the work.
  2. Because more people are involved in the process, there’s more buy-into the candidate’s success. Occasionally, the company will hire someone that colleagues will not support. Behind the scenes peers will say, “If we would have interviewed Leonard, we could have told the company he wasn’t a good fit.” Giving co-workers a chance to meet the candidate puts them in a position where they should support the final hiring decision.
  3. The candidate has a larger informal network when they start. Every organization has unwritten rules. New hires don’t want to ask their boss or HR about these things. New hires need to have a network of people that they can ask “off the record” questions about policies or company culture. Some organizations are addressing this via a new hire buddy program. Consider including the buddy in the interview process. 
  4. The company creates a greater opportunity for employee engagement. The last thing a company wants is to hire an employee and have them leave six months later. Having positive, trusting working relationships is the key to employee engagement, productivity, and retention. Collaborative hiring allows candidates to start building relationships with co-workers.  

Collaborative hiring also allows candidates to find out additional information about the work and the company that they might not learn otherwise. It’s a win for everyone.

Set Hiring Teams Up for Success

Speaking of wins, collaborative hiring brings several benefits. But organizations need to set recruiting teams up for success. It’s not enough to simply say, “Poof! You’re a hiring team.” Every successful team has three qualities – goals, training, and leadership.

  • Goal: It might be tempting to think the goal is recruiting. And on some level, that’s correct. But don’t forget the details like the recruiting process, candidate experience, selection criteria, etc.
  • Training: All teams need training on how to solve problems, collaboration, decision making, conflict resolution, etc. Organizations should invest in the people who are hiring their talent.
  • Leadership: The group needs to be able to work together and respect each other. They will be making difficult decisions that impact people’s lives.

Treat recruiting teams like department teams and give them the resources they need to be successful. The result will be that they will effectively bring the best talent into the company

Image captured by Sharlyn Lauby while exploring the streets of Fort Lauderdale, FL

The post Recruiting In a Tough Labor Market: 4 Advantages to Using Hiring Teams appeared first on hr bartender.

Categories: Blogs

Newswire: 3 Leadership Lessons from Mars, Inc.’s CEO Grant Reid

Leadershipnow - Wed, 01/30/2019 - 14:54

Mars, Inc. is more than a candy company. They produce pet care products, coffees and teas, and other food and nutrition products. Mars started in 1911 in a kitchen in Tacoma, Washington with Frank Mars selling hand-dipped chocolates. Now, more than 100 years later, Mars has become one of the world’s largest privately-owned family businesses, doing more than $35 billion a year in business.

Mars CEO and President Grant Reid believes in self-development and having a healthy curiosity in order to be agile and to stay relevant. As a privately owned business, while they have the freedom to stay aligned with their values, it still requires constant vigilance.

Here are three lessons we can think about from Grant Reid’s interview with Bloomberg Businessweek Editor Joel Weber.

Leaders Invest for the Long-Term

What are the advantages of working for a 100-plus-year-old, family-owned, privately held, secretive business?

The fact that I can sit down and talk to family members. It is their business, and they really care—about the brands, about our associates. That’s a big difference. They take very little out. They reinvest in us. They reinvest in the consumer. That’s one big difference in terms of the dividend level vs. some other companies. It’s their approach and their love for the business. My job is to make sure that I’m setting us up for the next 100 years. To do that, you need a vibrant company that’s growing, that’s bringing in the best talent.

Leaders Project Their Purpose into the Future

You mentioned Mars is about a $35 billion-a-year business. What do you want that number to be, and how do you get there?

We think we can double it in the next 10 years. We’ve grown several billion in the last couple of years. But it’s not just about growth for the sake of growth. Part of what we do is for higher-order purposes: The way we do business today creates the world we want tomorrow. We believe we have a sustainable generation plan. We believe the bigger we are, the more good we can do. But it’s not just about being big. Performance without purpose is meaningless. Similarly, purpose without performance isn’t possible. It’s that magic combination.

Leaders See the Big Picture

As a business leader, what advice would you like to give to President Trump?

It’s not about giving advice. We tend to stick away from politics. We’ve been in business 100 years. We’ve seen regimes change over time. We’ve seen a lot of politicians, not only in the U.S. but all over. We’re in 80 countries, with 450 sites around the world. We’ve been through two world wars and multiple regional wars. It’s not about politics. If you look at our business—our associate base, our customers, and our consumers—some are Republican, some are Democrat. So it’s not about politics. My advice would be “Guys, let’s think about what’s right for the consumer, what’s right for the country.” Put it in a broader perspective. Treat everybody with respect just like we do at Mars. Have a sensible discussion. Come up with a solution.

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Categories: Blogs

Taxing the Rich, and the “Woke” Advertising Trend

Harvard business - Wed, 01/30/2019 - 10:11

Youngme, Felix, and Mihir debate two of the dramatic and controversial tax ideas being proposed by Democrats (a 70% marginal income tax rate and a 2% wealth tax), before discussing the trend among brands like Gillette, Nike, and Pepsi to launch “woke” advertising campaigns. They also offer their After Hours picks for the week.

Categories: Blogs

Google For Jobs: Is Indeed Dead Yet?

Hr Capitalis - Wed, 01/30/2019 - 09:21
We've talked a lot about Google For Jobs and it's potential impact on your future recruitment marketing spend. As a quick reset, Google for Jobs was launched in October of 2017 and was thought to be a significant blow to... Kris Dunn
Categories: Blogs

What Will Software Look Like Once Anyone Can Create It?

Harvard business - Wed, 01/30/2019 - 09:00

A former YouTube executive on building apps without knowing how to code.

Categories: Blogs

The Art of Evidence-Based Medicine

Harvard business - Wed, 01/30/2019 - 08:00

A one-size-fits-all approach isn’t good for patients.

Categories: Blogs

The Two Ways for Startups and Corporations to Partner

Harvard business - Wed, 01/30/2019 - 07:00

And when each one makes sense.

Categories: Blogs

If You’re About to Take a New Job, Should You Consider Your Boss’s Counteroffer?

Harvard business - Wed, 01/30/2019 - 06:05

It’s usually — but not always — a bad idea.

Categories: Blogs

It’s Time to Stop Treating R&D as a Discretionary Expenditure

Harvard business - Tue, 01/29/2019 - 09:00

For digital companies, it’s an essential part of operations.

Categories: Blogs

Not Enough Companies Are Ready for Brexit, No Matter What Happens Next

Harvard business - Tue, 01/29/2019 - 08:19

The uncertainty is affecting every industry.

Categories: Blogs

Use Your Money to Buy Happier Time

Harvard business - Tue, 01/29/2019 - 07:30

Ashley Whillans, professor at Harvard Business School, researches time-money trade-offs. She argues more people would be happier if they spent more of their hard-earned money to buy themselves out of negative experiences. Her research shows that paying to outsource housework or to enjoy a shorter commute can have an outsized impact on happiness and relationships. Whillans is the author of the HBR article “Time for Happiness.”

Categories: Blogs


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