Today’s leaders are faced with increased pressures, competing demands, and delivering results in a complex and rapidly changing environment - often with fewer resources and less time than is needed. Throw a major change project into the mix, and it can put a serious strain on a leader’s ability to effectively make it all happen. On top of that, all change involves people - and dealing with people is inherently messy. From resistance, to politics, to lack of clarity, alignment, and miscommunication, dealing with the people side of change while implementing new processes and technology is enough to challenge even the most seasoned leaders and their teams.
We live in a time where everyone is visible more than ever before -- now we can even see how far our reach extends with profile views, shares, tweets, and “likes.” In a world where every failure, frustration, and triumph is publicly recognized online, an unexpected yet poignant result is that conversely, many of us feel less “seen,” both in the workplace, and at home. Recognition is inspiring and if we had more of it, we’d probably work harder with our families and friends as well.
We’re not all robots (yet) so we need a little more than strong magnets to attract the best and brightest to our organizations. The good news is we no longer have to rely on newspaper classified ads to reach our audience—there are innumerable ways to connect with potential employees. The bad news is there are innumerable ways to connect with potential employees—and each of them will work differently for each organization.
In part one of our Lead to Win series, we discussed how leaders often unknowingly make the shift from playing to win, to playing not to lose. Typically, four important aspects of successful leadership are impacted: innovation, change, communication and sustainability. Last time we discussed how a scarcity mentality stunts authentic innovation, and essentially cripples an organization over time. Today, we will focus on how playing not to lose affects change.
How does a 128-year-old company attract young talent in a time-tested industry like healthcare? Abbott is a rare example of a company in a traditional industry that continually invests in creating relevant, engaging culture. At a time when many are stuck debating “Why do we need to change?” or “Why bend to Millennial demands?”, Abbott focuses its energy on moving forward and evolving for today and tomorrow’s world.
We live in a changing world, and an increasingly global business landscape. Technology has utterly transformed the way we conduct business. There was a time when conferences and another types of events were impossible to conduct except in person. With the growth of the internet, however, it is more common to do business with associates and organizational members who are geographically dispersed. Events can now take place in a virtual venue.
Believe it or not, mystery shopping has been a standard practice in the retail segment since the 1940s. Companies seeking to improve their customer experiences routinely take proactive steps to evaluate those experiences from the front lines. While the modes of communication have drastically changed over recent years, core marketing principles remain the same. Don’t wait for your customers to find you—make yourself available in the places you know they’re looking. Speak the same language as your customers. And, perhaps most importantly, treat your customers as you would want to be treated.
Most businesses intuitively know that diversity matters and by now, the importance of diversity has been quantified. For example, a McKinsey study found that gender diverse organizations are 15% more likely to financially outperform those in the bottom quartile whereas ethnically diverse companies are 35% more likely to do so. But what is considered diversity? Is it one’s ethnicity, gender, sexual preference, age, veteran status, or their way of thinking? Or is it a combination of factors?
The traditional hiring process is dead, defunct, unworkable, untenable and just plain bad. This is especially true when a company is over-run with eager candidates who adore the products and services or the prestige of the consumer brand.
We all know finding great talent is a challenge for many reasons, and the dilemma with identifying them is you never know who they are or where they may be located. Further, the positive impressions generated externally by giving insight into the company’s culture can be tremendous. Having an overarching recruitment strategy that stays "on" is key to allowing talent to gravitate to you, but there is also something you can do to reverse-engineer the process.
The hiring teams have one of the toughest jobs in the organization. They have a herculean task of closing requisitions at the wild pace at which businesses open them. Added to that, they also face immense pressure to get the right people into the organization. Given the circumstances, it is only fair that to bring analytics into the picture to make the lives of talent acquisition professionals a little easier.
Learn what companies can do to ensure they build a team of high performers, and best practices of smart companies who are recognizing that first looking in their own backyards for the talent they require can save money, time, and cultural capital.
You know there is a communication problem with your team. Knowledge is siloed and experts end up devoting a large a part of their day answering questions. You know you need to keep your team connected and foster a positive, open culture. But how do you solve that problem? There are two distinct paths many organizations go down as they try to address this common problem.
A sure-fire way to improve your recruiting success is to reduce the number of candidates you lose in the process. It’s not the only way, but it’s possibly the most effective. So, while we help companies do a better job of connecting with new candidates — applying the latest in sourcing strategy, social media, employer brand strategy, recruitment marketing and advanced technologies — we’re also in the business of keeping those candidates connected.
An evolution is taking place in corporate training and learning today. Corporate universities and talent development models must adapt to the challenges faced by companies and employees in an environment of constant transformation.
We don’t have to wait for the future to see AI in action across the enterprise. Technology is already available that utilizes artificial intelligence to help us make faster decisions, automate tedious manual processes, and sift through large amounts of data in an instant.
As both consultants and managers, we know first-hand that the rise and fall of organizations over the next decade will be determined largely by the performance of the Millennial generation. If we are going to drive business forward over the next 10 years, then the business landscape must evolve into a Millennial Landscape—one that maximizes motivation, engagement, and retention. To do this, we must uncover the natural tendencies and personalities of Millennials, as a group and as individuals. As the business landscape changed to accommodate Generation X, so too must it change for the Millennials.
What can a police interrogator, an executive coach, and a world famous hypnotherapist teach us about how to engage difficult people in difficult conversations…and get amazing results?
In the last decade, new organizational models with greater geographical distribution, more matrixed structures, and increased diversity, as well as accelerated technology innovation, have made the way we work more interconnected than ever. “Sixty-seven percent of employees report an increase in work requiring active collaboration,”4 according to CEB. In the same study, general managers and senior executives reported needing a 20 percent improvement in employee performance.