by Joe Folkman
How much can you learn about someone from a silly question? Since last year we have been collecting data from the business and professional leaders who read our blogs. The question we asked was this, “If you were given a choice of two special powers, which would you prefer? A. Ability to fly or B. Power to be invisible.” Believe it or not, the answer to this question provides some interesting insights into business and professional leaders around the world.
We have collected data from 7065 leaders across the globe. 63% of the data comes from North America, 13% from Europe, 16% from Asia and the remainder from other geographies. With a difference of almost three to one, 72% of our leaders chose the ability to fly over being invisible (28%). When we looked at the data by position we discovered that 76% of top managers selected the ability to fly, as compared to only 71% of individual contributors.
Source: Zenger Folkman – Blog
HR departments can be a critical differentiator in helping companies improve their operational and financial performance. Great HR functions connect with business leaders, strategically prioritize areas for improvement, and measure and communicate their impact.
“If you want to look at why workers are disengaged, why managers loathe the cheery emails about performance management, and why HR so often seems to be floundering, look at how dehumanized so many organizations have become over the years. Layoffs — or “reductions in force,” “rightsizing,” or any of a dozen other obfuscations — are a case in point. I heard from a friend at one firm where everyone at a certain level was told to sit in their offices at a designated time. If they didn’t get a call within 90 minutes, they still had a job. At another, no one was allowed to know who had been let go in order to supposedly protect the privacy of those affected. A friend described the discomfort and organizational dysfunction that followed: “When you would call someone and not get an answer, you didn’t know if the person was out at a meeting or simply out, period. We had to stumble in the dark.” Who designed these policies — Kafka or Stalin? Does anyone assess the long-term damage to the people and organization that remain?
I am not an HR expert, though I did get to know quite a number of HR executives when I helped produce some programs in conjunction with the Society for Human Resource Management (SHRM, formerly the Society of Human Resource Executives). They were generally smart, caring, and enthusiastic people, but they were constantly in pursuit of an elusive “seat at the table” and perceived influence parity with other senior executives.”
via Creating The People Advantage in HR.
Conflict can be the most importance tenet of innovative. Innovative in the sense of discovery. The reflection of self; a method, a new triumph to find a new way hidden by obsolescence. Not quite: Pride. Nevertheless read this article from Strategy and Business. Jim
There is nothing more common, or more insidious, than unresolved conflict. Here’s an example that could have happened in any office in the corporate world: A supervisor — let’s call him Alex — became aware of after-hours behavior that was negatively affecting the workplace. He approached his direct report, whom we’ll call Brian, and told him that the behavior needed to stop because it was detrimental to both Brian and his coworkers. Brian thanked Alex for his advice, changed his behavior, and they collaborated happily ever after.
Only in our dreams. In reality, Brian reacted defensively and refused to engage further with Alex on the topic. Both of them felt disrespected, and spent the days that followed obsessively thinking about how they each had been wronged and enlisting the support of anybody who would listen. Each of them crafted a victim-villain story that painted his own behavior in the most favorable light and criticized the motives and character of the other: Alex believed Brian was immature and undisciplined, while Brian convinced himself that Alex was an uncaring control freak.
What started as a relatively straightforward disagreement quickly deteriorated into an unhealthy stalemate,
via Conflict Is a Matter of the Heart.
Marshall Goldsmith has a genius for both approaches — in his coaching, his writing about leadership, and his own life. This makes him an invaluable guide for leaders who want, or need, to improve their impact. On the insouciant side, he is a clever, cheerful, and highly experienced bon vivant. If the phrase “life is good” is ever placed in a dictionary, Goldsmith’s picture should be next to it. And yet he is also the most disciplined person you are ever likely to learn about. Indeed, his latest book, Triggers: Creating Behavior That Lasts, Becoming the Person You Want to Be (Crown Business, 2015), coauthored with Mark Reiter, is a guide to the use of discipline as a simultaneous source of self-control and joy.
Every night, Goldsmith forces himself to do one of the most difficult things imaginable. He has a friend call him and ask the same 22 questions. (Remarkably, they are still friends.) These questions all start with the phrase, “Did I do my best [today] to,” and the endings may be strategic (“Did I do my best to set clear goals?”), professional (“…preserve all client relationships?”), philosophical (“…be grateful for what I have?”), physical (“…exercise?”), or personal (“Did I do my best to say or do something nice for Lyda?” [his spouse]). Many of them are directly related to increasing his own leadership skill: “Did I do my best to learn something new? To avoid destructive comments about others?”
via Are Marshall Goldsmith’s Triggers the Only Way to Change?.
In “Handbook for a Management Revolution” Tom Peters notes the importance of avoiding the mundane. Sage advice seeing how the mundane soon become the threshold. He cautions whether one is the C-Suite or a line managers do the things you expect of others.
- Be consistent
- Encourage employees and management to set an example by passing protective silos and bureaucracy.
- Create employee friendly procedures that reduce paperwork and actually allow employees to develop buy in to inspire innovative solutions.
More ideas below from innovation consultant Paul Sloane:
I sometimes encounter organizations which want to want to become more innovative but whose corporate culture is inimical to agility and innovation. Such organizations typically display these characteristics:
They have set procedures which are difficult to change.
All decisions are made by committees which meet regularly and require discussion, review and consensus so progress is slow.
People are afraid to try new things because they might fail and/or upset other stakeholders.
There is a general air of complacency and a lack of urgency.
The leadership team is frustrated by the lack of innovation.
via in part by Innovation Excellence
Men are more likely to believe they deserve power and will exploit others to get there. But is this a real gender difference? Or a result of what we expect of men in the first place?
Narcissists make bad managers. They have an overweening sense of self-importance, they believe they’re more special than other people, and they lack empathy. Basically, it’s all about them.
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These CEO’s are unique in their ability to accomplish extraordinarily while engaging with employees effectively. The move their companies through not just employee engagement, rather the balanced approach to management engagement and trust.
Today in Tabs: The Apple That Ate Everything http://bit.ly/1Mq0JAR
When it comes down to it, influencing people to take a certain action is simple. “If we want to influence other people’s behavior, we must make desirable behaviors easy and undesirable behaviors hard,” Art Markman, a professor of psychology and marketing at the University of Texas and author of Smart Thinking, writes in Harvard Business Review.
Markman says this school of thought is based on Richard Thaler’s and Cass Sunstein’s book Nudge. “The human cognitive system aims to get the best possible outcome for the least possible energy cost,” he explains.
When it comes to decision-making, the old school of thought was that information spurred decisions. While that is true, Markman says, a better explanation is that energy “is the key currency that the cognitive system seeks to preserve.”
via Inc.com. You can follow Will
Every business has a multitude of critical issues. The ones that can badly hurt the business or prevent it from capitalizing on new opportunities, or perhaps reaching it objectives. Addressing these issues requires thought and action. Below is a video by entrepreneur Damon John. I would appreciate your feedback as well as taking a moment to share it.
Video courtesy of Inc Magazine