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The Questions Most Leaders Have Never Asked

Greatleaders hipbydan - Thu, 01/24/2019 - 07:44

Guest post by Marcia Daszko:

It’s essential for courageous leaders to ask the bold, imperative questions about performance appraisals! What’s our purpose and aim in using appraisals? What are our strategies? Are they effective? What are the outcomes? Do they help us get closer to our vision or further away? Do they help create collaboration and teamwork or internal competition? How long does it take for our managers and staff to implement this process? What are the results and outcomes? Do they help us have a robust, dynamic learning environment? Do they help us coach, mentor, and develop our people? Or do they instill fear and resentment?
Does management use performance appraisals to judge, blame, and rate individuals on their performance when instead, they need to be focused on how the system performs? What are the results of the system?

Many organizations across the U.S. have never asked these questions. They have adopted a process of judging, ranking, and rating their employees. The practice is mired in incorrect assumptions about the necessity of appraisals. Human resource and talent management departments justify this practice by assuming appraisals must be given for the organization to understand who needs to be:

· laid off if the company needs to cut costs

· terminated with documentation

· coached

· promoted

· aligned with the performance management tool (another fad?)

There are two significant umbrella issues that illustrate the devastating impact of using performance appraisals. First, most performance appraisals destroy people. When people feel judged, criticized, and blamed, they are not mentally engaged, motivated, happy, or healthy. Second, performance appraisals destroy the health and impair the success of organizations. When people are devastated, unappreciated, undervalued, or unrecognized
for their contributions, productivity decreases while absenteeism and turnover increase.

How many people love to get performance appraisals? Except for the few people who continually get great scores, the majority of employees are demotivated after receiving their appraisal. They resent the process and sometimes even the messenger. They disengage from the work they may have been happy with and withdraw their contributions and efforts. Even if they did well on the appraisal, they are often demoralized because they do not agree with some of the comments or their ranking or rating. Few things can build resentment faster than a performance appraisal gone awry—and most do go awry. Some people speak up; others speak with their actions. They withdraw and are no longer the vibrant contributors they once were until they find a new position and resign. Some are emotionally devastated and never recover.

How many people love to give performance appraisals? Most managers procrastinate getting their performance appraisals done and turned into HR. It’s often not a pleasant conversation between the manager and employee, especially when a manager feels like a judge of another person. Managers often feel compelled to point out flaws and criticize people. Even if they think that’s their job, it doesn’t feel good for either party.

Additionally, this process is time consuming and takes everyone away from their real work. Managers and employees are anxious. Even when the conversation is pleasant, one hurtful comment is often exacerbated.
A hardworking “star” employee can be traumatized when the manager’s appraisal doesn’t reflect the commitment the “star” has had. What is the cost of the performance appraisal process to an organization? Depending on the size of their department, managers can spend an average of two hundred hours per year completing, conducting, and reviewing appraisals for their employees.

At the minimum, let’s say that an organization with one hundred managers has an appraisal process that costs $20,000 in time (managers, employees, and HR documentation). Can you imagine the cost for organizations like the military, government agencies, universities, or public corporations with more than fifty thousand employees? It’s millions of dollars of waste! What can replace the waste? Leadership!

Marcia Daszko is the author of "Pivot Disrupt Transform" and a leading business strategist and catalyst for leadership and organizational transformation. She believes and teaches innovation in leadership thinking. She has 25 years of proven success as a Founder and CEO of a consulting firm, Marcia Daszko & Associates, and is an executive team workshop facilitator. https://www.mdaszko.com/

Categories: Blogs

What a “Health System” Is and Isn’t

Harvard business - Thu, 01/24/2019 - 07:00

And why the distinction matters.

Categories: Blogs

One Way to Finance Tech Startups Outside of Superstar Cities

Harvard business - Thu, 01/24/2019 - 06:05

Local innovation bonds could help fund ventures in new areas.

Categories: Blogs

CHRO Briefing: WalMart/CVS Battle Shows Why Amazon is coming to Rx Business...

Hr Capitalis - Thu, 01/24/2019 - 06:02
Here's your latest CHRO briefing that matters: CVS and WalMart have agreed to laid down their weapons, reaching agreement and ending a dispute would have prevented some CVS Caremark customers from picking up their prescriptions at Walmart pharmacies. Walmart and... Kris Dunn
Categories: Blogs

Bookmark This! 2019 Politics Edition

Hr Bartender - Thu, 01/24/2019 - 02:57

Before you totally dismiss today’s article because of the word “politics” in the title . . . I hope you will hear me out. 

I know none of us enjoys getting up in the morning and hearing that the U.S. government is still shut down. That being said, we can’t simply tune it out. Our current representatives – meaning both Democrats and Republicans – are proposing new laws every single day. Some of those bills impact our work and organizations. As human resources professionals, we need to continue to monitor the legislative landscape to make sure that we stay current with what’s happening in Washington, D.C.

If you haven’t heard about it already, the Society for Human Resource Management (SHRM) is hosting a live webcast on Friday, February 1, 2019 from 1-3p Eastern on the “State of the Workplace”. The session will talk about the current legislative landscape. As human resources professionals, we need to stay on top of what’s happening so we can advise our organizations. You can view the full agenda and register on the SHRM website

Another SHRM resource that I use on a regular basis is their Policy Action Center. This site allows me to stay on top of federal and state issues. I can also write my legislators from the site (SHRM has pre-written letters that you can customize).

Speaking of writing your legislator, I’m still a fan of Resistbot, a chatbot that allows you to send messages to your Senator, Representative, and Governor about issues that are important to you. Don’t let the word “resist” deter you from using this communication tool. It’s very easy to use and great when you have a short message that you would like to convey.

Countable is another site that allows you to write your legislator. I especially like their daily updates that tell me what legislation is up for vote in Congress. It will also tell me how my legislators voted on bills. 

And if you’re saying to yourself, “Sharlyn, I know I should be paying more attention to politics, but I just can’t even…” I get it. Check out this Lifehacker article from last year. I think it’s still relevant today. “How to Stay Politically Active When Everything is Overwhelming

One last thing I want to share when it comes to today’s politics. Personally, I’ve found that the way the message is presented is important. No different than in the business world. The way we hear about a new idea or a proposal can impact the way we process it. Over the past couple of years, I’ve become a fan of “The Skimm”. It’s an electronic newsletter that covers politics – both nationally and globally. It also has a little pop culture. One feature I like very much about The Skimm are their guides. So, if I haven’t been paying attention to an issue then all of a sudden I’m saying to myself, “I need to read up on this.” The Skimm helps me get up to date with very casual, conversation writing. 

I’m not here to tell anyone their politics. But I am saying “Don’t stop being involved.” We need legislative advocacy in areas that impact our personal and professional lives. So, find the websites, newsletters, chatbots, etc. that give you the information you need to stay informed and help you voice concerns. I think it’s very exciting to have so many new and interesting ways to stay connected with politics. 

The post Bookmark This! 2019 Politics Edition appeared first on hr bartender.

Categories: Blogs

Newswire: Creative Artists Agency Managing Partner Rob Light

Leadershipnow - Wed, 01/23/2019 - 22:35

    Billboard Magazine interviewed Creative Artists Agency Managing Partner Rob Light on the occasion of their 35th Anniversary. I’ll share a couple of his responses:

You began working at CAA when you were in your mid-20s. What did you learn from CAA founder Mike Ovitz?

Mike was so prepared, so smart, so strategic. Nothing was haphazard. You never went into a meeting that you weren’t prepared for. I was just so impressed with what went into that because rock’n’roll is sort of off the cuff. He was incredibly team-oriented. I would watch in meetings the way he would get people to talk and reveal themselves and their dreams and their desires, and how we worked that into a strategy.

How important is diversity to you?

There has never been a barrier to entry here. I want great individuals. But I also want people who wouldn’t normally get an opportunity in the first place. This agency has done that in both our human resources department and summer intern program. When you aggressively try to do it, you open your eyes to a slightly different thing. We’ve made a real effort to do that. I think [we’re in] a better place for it.

Light also takes pride in CAA’s developing from within culture:

I don’t think you can duplicate this anywhere else. It’s cultural. It’s not bricks and mortar. I believe—and it’s not false modesty—that if I left tomorrow and Darryl Eaton were sitting here or Mitch Rose or Rick Roskin or Emma Banks this place would keep humming. Because we built it in a way that that’s what it’s supposed to be. It’s a very special place.

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Categories: Blogs

High CEO Churn, and the 401(k) Turns 40

Harvard business - Wed, 01/23/2019 - 09:49

Youngme, Felix, and Mihir discuss why CEO departures are occurring so frequently, before unpacking the flaws in our 401(k) system. They also offer their After Hours picks for the week.

Categories: Blogs

Does Having a Bad Boss Make You More Likely to Be One Yourself?

Harvard business - Wed, 01/23/2019 - 08:00

People with strong morals are less likely to adopt their supervisor’s toxic behavior.

Categories: Blogs

The 3 Challenges Every New CEO Faces

Harvard business - Wed, 01/23/2019 - 07:00

Managing their energy, engaging their boards, and getting the right information.

Categories: Blogs

Netflix for HR: The Fyre Festival Documentary & Your Employment Brand...

Hr Capitalis - Wed, 01/23/2019 - 06:35
From time to time, I like to be your HR commentator related to your Netflix queue. With that in mind, I have a must watch for you - Fyre: The Greatest Party That Never Happened. This documentary is a primer... Kris Dunn
Categories: Blogs

Research: Gender Pay Gaps Shrink When Companies Are Required to Disclose Them

Harvard business - Wed, 01/23/2019 - 06:05

Results from a study of Danish companies.

Categories: Blogs

How to Spend Way Less Time on Email Every Day

Harvard business - Tue, 01/22/2019 - 09:50

Research shows how to make messaging more efficient.

Categories: Blogs

Creating Psychological Safety in the Workplace

Harvard business - Tue, 01/22/2019 - 07:30

Amy Edmondson, professor at Harvard Business School, first identified the concept of psychological safety in work teams in 1999. Since then, she has observed how companies with a trusting workplace perform better. Psychological safety isn’t about being nice, she says. It’s about giving candid feedback, openly admitting mistakes, and learning from each other. And she argues that kind of organizational culture is increasingly important in the modern economy. Edmondson is the author of the new book “The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.”

Categories: Blogs

4 Things to Do Before a Tough Conversation

Harvard business - Tue, 01/22/2019 - 07:00

You need to get your intentions straight.

Categories: Blogs

Are You Working With People or Through People?

Eblingroup - Tue, 01/22/2019 - 06:33

One of the mentors I feel very fortunate to have had in my life was the late Richard Neustadt, a founding professor of the Kennedy School of Government at Harvard and author of the classic book Presidential Power. When I was a student at the Kennedy School in the mid-80’s, I had Dr. Neustadt for a couple of classes, got to work with him on some special projects and was part of a group of students he’d occasionally have over to his house to teach us about the subtleties of scotch whiskey. The picture that accompanies this post is one of Dr. Neustadt and me on my graduation day.

There are a lot of insights that Dick Neustadt is remembered for but the one that is probably the most cited is that, in spite of the awesome resources at his (and, someday soon, her) command, the true power of the President of the United States is the power to persuade. To really be effective in accomplishing their agenda, the President must influence different stakeholders and constituencies to work with him or her.

Note the key preposition in that last sentence. It’s with. As an executive I was talking with recently reminded me, great leaders work with people, not through people. You may, at first, think that the dichotomy between with and through is a distinction without a difference. Not so fast, my friend. Let’s dig a little deeper on the difference between these two prepositions, with and through, and the impact they have on effective leadership.

We can start with definitions. The primary definition of with is “accompanied by.” The primary definition of through is “moving in one side and out of the other side of.” Maybe I could end this post right here. If you’re the colleague, the follower or some other stakeholder, would you rather be accompanied by or moved through one side and out the other? My guess is that for most people the answer is self-evident. You’d rather be accompanied. That’s likely at the essence of the power of persuasion that Dr. Neustadt wrote and talked about.

So, what are other markers of a leader who works with people instead of through people?

As the executive I was recently talking with told me, when you’re working with people, you start with respect for your colleagues. Unless proven otherwise, you assume that they, like you, are acting in the similar best interests of the enterprise. You assume that they’re highly motivated and qualified until proven otherwise.

You also have a focus on what they need as much as on what you need. If you only come in with what you need and what you have right and everyone else has wrong, over the long run you lose your effectiveness.

When you don’t have total control, you have to have influence. Influence – the power to persuade – takes root when you work with people rather than through them.

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Categories: Blogs

The Era of “Move Fast and Break Things” Is Over

Harvard business - Tue, 01/22/2019 - 06:05

Here’s what that means for VCs and entrepreneurs.

Categories: Blogs

How to Retain your Star Employees

Greatleaders hipbydan - Tue, 01/22/2019 - 06:00

In today’s low unemployment, employee-driven job market, employee retention is more important than ever! It’s hard to find great employees – heck, it’s hard to find warm bodies - so is makes sense to do everything you can to hang on to the ones you have.
The cost of turnover is often way underestimated. The obvious costs are hiring and training costs, but there is also lost opportunity, morale, reputation, customer relationships, and other intangibles that are harder to measure.
The cost of turnover is even higher when you lose a great employee, one of those “A player” superstars. A study published in Personal Psychology showed that the top 5 percent of the workforce produce 26 percent of an organization’s total output. The top-performing 5 percent produced 400 percent more than you would expect (26 percent rather than 5 percent).
That means that top performers produce more than four times more! So if the average cost of turnover is $_____, then it is 4X $_____ for your best employees.
While top employees are hard to keep – they tend to promoted, “pulled” into better opportunities, and may have higher expectations, here are 10 things that a smart manager can do to minimize the chances of losing their best employees for the wrong reasons:
1. Retention starts with the hiring process. Hiring great employees isn’t just about finding employees with the right set of skills and experiences. It’s important to find out what motivates the employee, what they find satisfying and dissatisfying in a job, what their short and long range career goals are, the type of boss they like to work for, and assessing for cultural fit. You have to go beyond the resume and LinkedIn profile, and dig deep with phone screens and in-depth interviewing.When you hire good employees that are a good fit for the job and have the right motivations, chances are, those employees will be more successful and satisfied.
2. Run a successful business or team. That’s your #1 priority as a leader. No one likes playing on a losing team or going down with a sinking ship. Bad employees will stay and suffer, great employees will eventually leave. If you’re faced with this kind of turnaround challenge, don’t let your HR manager talk you into doing an employee satisfaction survey. Invite them to step up and help you right the business – that’s the most important thing you can do to satisfy your employees.

3. Provide a good on boarding experience. Everyone remembers their first few weeks on the job – bad or good. Good onboardingsets the tone and lays the foundation for retention. Make sure your new employees get the training, coaching, and support they need to be successful.

4. Provide competitive salaries and benefits. Use salaries and benefits as a baseline, and build meaningful perks from there. While a manager’s hands may be tied when it comes to how much money they can pay, flexibility and work environment can often help compensate.
5. Trust them. Give your super-star employees the opportunity to use their unique strengths every day. Many of the best ideas float up to the top from down below—if that is allowed and encouraged. If it isn’t, employees may get bored or upset, and they won’t be doing what they do best.
6. Provide career development opportunities. Have regular career discussions with employees, allow them to explore options, provide information about opportunities, and help them make connections. Help them achieve their career goals, don’t be a road block.
7. Build a relationship with every employee. Get to know each of your employees, find out about their personal lives, their interests, values, hopes, fears, and wishes. Show them that you care, and you’re looking out for their best interests and want them to be successful. Take the time to have regular 1on1s, with no interruptions and your undivided attention.
8. Say "thank you." In creative, informal ways, acknowledge how much employees’ various contributions mean to you. Top employees will often say on exit interviews they never really felt appreciated. Praise is cheap, use it lavishly.
9. Deal with under performers. Good employees don’t like working with slackers. Train, coach, counsel, coach them out of the job, or fire them, consistently and with dignity.

10. Respect individuality. Not all employees are created equal. Recognize their individual needs, and adapt assignments, perks, and recognition accordingly. Loosen up those stale old policies and let them fly their “freak flags”.
Categories: Blogs

What Kills Great Leadership?

Greatleaders hipbydan - Tue, 01/22/2019 - 06:00

Guest post by Bill Treasurer:
Leadership is a powerful thing, one that comes with a unique set of stresses, challenges, privileges, and responsibilities. Our leadership journeys begin starry-eyed and well-intentioned, but the path to leadership power is one that can lead even the best of us astray if we aren’t careful. “What kind of leader will I be?” is a useful question to ask oneself, but it ignores the central issue that snares most good leaders and squanders their potential to be truly great. A better question to ask is: “How will I use my leadership power?” If it turns out the power is being used to benefit yourself rather than those you lead—sorry, that’s being a ruler, not a leader.
It’s your responsibility as a leader to lift up those who follow you, not use them as stepping stools to further power or glory. It’s  sadly common for leaders to become intoxicated with power and become obsessed with acquiring more of it rather than using it to benefit those they are privileged to lead. Leadership, ideally, involves using and distributing power in a way that best serves the interests of those being led. Great leaders have a sense of personal responsibility keeping their ego in check and reminding them of their duty, which is to act in a way that dignifies the role of leader—further causing others to be inspired to seek out leadership positions that they can lead in a dignified way, too.
Sounds pretty noble and gratifying, doesn’t it? So why do so few leaders we see today live up to the potential of leadership?
The Leadership “Killer”
In short, many prominent figures today have had their leadership potential and ability struck down by hubris – what I dub the “leadership killer.” Hubris—defined as “dangerous overconfidence,” is lurking in the shadows of all of us, waiting for you to taste success so it can whisper in your ear about how you’re special and deserve more, more, more.
Left unaddressed, the killerwill undermine your leadership impact, amplify the worst parts of your nature, feed your ego, and ultimately cause you to mistreat others.
It’s crucial that you remain vigilant so you can notice hubris when it tries to sneak up on you. In part, this requires you to develop mental, physical, and spiritual fitness to keep it at bay, but it also involves simply knowing what to watch for. The best way to be a great leader is to know how to avoid being a bad one.
Warning Signs
Here are some signs that hubris might be strengthening its grip on you. Take note if you catch yourself demonstrating:
·         Rigidityo   Backbone and resolve convey strength in a leader. But when a leader’s opinions and preferences are calcified to the point that they are shut off to new ideas and contemporary approaches, their influence slowly rots. Entire organizations have fallen because of leadership rigor mortis.
·         Complacencyo   Vibrancy as a leader depends on continuously striving to gain new skills and competencies, and embracing new approaches. Over time, though, a leader may come to rely too much on past experience, automating his response to new challenges that actually warrant novel approaches. Before long complacency causes a leader to settle, expecting and accepting less of himself…and those being led.
·         Incompetenceo   A leader needs to have depth of knowledge to engender confidence among those he is leading; leadership competence yields follower confidence. Conversely, people will quickly lose confidence if they sense that their leader doesn’t know what he’s doing. Hubris deludes a leader to think he knows more than he actually does, causing him to overestimate his talents and underestimate his limitations.
·         Intimidationo   Make no mistake: fear gets results. If it didn’t, it wouldn’t be used by so many leaders as the primary means of motivating people. But fear has diminishing returns, eventually undermining the very returns a leader aims to get by stoking it. A leader’s job should be building people’s courage and confidence, not tearing them down by injecting them with fear and anxiety.
·         Invulnerabilityo   People need to know that the person behind the leader’s role is real and vulnerable, just like them. Vulnerability and authenticity help bridge the natural distance between followers and a leader, but hubris causes a leader to falsely portray himself as invincible and superior to all others.
·         Ingratitudeo   A leader needs followers more than followers need the leader, because a leader’s results depends on their work. It’s simple really: without followers you can’t be a leader. A leader who fails to express gratitude–generously and genuinely–will lose the hearts and minds of followers, and undermine results in the process. Hubris withholds gratitude because acknowledging the contribution of others takes attention and acclaim away from the leader himself.
Good Leaders Have Flaws Too
Don’t worry if you’ve experienced one or two of the above traits at times—no one is perfect, and no one becomes a monster just because they were complacent that one time. Every leader is occasionally impatient, irritable, arrogant, or harsh. We’re human. It’s important not to think of these traits as absolutes; rather, consider them symptoms that might point to hubris when they appear in large numbers, but could also be unrelated to ego—just like a stuffy nose might not be the flu, but rather allergies or a simple cold. Any you notice in yourself are worth digging into to see if the root cause is hubris or something else. Only then can you address it and continue to grow free of the leadership killer’s shadow. Speedbumps are inevitable in anyone’s growth, and as long as you are able to note your flaws and move past them with integrity, you’ll be able to lead more virtuously, humbly, and selflessly.

Bill Treasurer is the Founder & Chief Encouragement Officer at Giant Leap Consulting, a courage-building company that exists to help people and organizations live more courageously, and the co-author of The Leadership Killer: Reclaiming Humility in an Age of Arrogance. A former member of the U.S. High Diving Team, Bill is considered the originator of the new organizational development practice of courage-building. For over two decades, he has designed and delivered leadership and succession planning programs for experienced and emerging leaders for clients such as NASA, Accenture, CNN, Saks Fifth Avenue, Hugo Boss, UBS Bank, Walsh Construction, the Pittsburgh Pirates, the Centers for Disease Control, the National Science Foundation, and the U.S. Department of Veterans Affairs.
Categories: Blogs

Know Your Numbers, HR and Talent Pros: The US/China Trade Deficit...

Hr Capitalis - Tue, 01/22/2019 - 05:52
I know, the whole thing about the wall is sexy to talk about. Caravans of immigrants! Tear gas! The Government Shutdown won't be resolved until the wall debate is resolved! Meanwhile, there's another issue that's playing out that arguably more... Kris Dunn
Categories: Blogs


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