Per The Balance, "Liking people is not the only qualification for pursuing a career in Human Resources. It helps, but it is insufficient for success. HR jobs and careers continue to grow in sophistication, and the expectations of employers increase every year.
Your ability to contribute to employee development, organization development, employee retention, and a positive, motivating work environment are critical to business success. Consequently, these are expectations of the contributions of HR staff.
And, most importantly for the future, your expertise in measuring how HR processes and programs will contribute to the success of the overall business is critical to the success of the business."
HR professionals are under increasing pressure to add professional development, culture enhancement, talent retention and integration of Values to their core responsibilities... and with very little budget or support from the top to achieve these goals.
We perceive people as WE are before knowing them as THEY are.
The sad thing about this fact, is that we don't get to know most people we meet 'as they are' at all, as we have judged them and moved on.
If you were interviewing Richard Branson for a spot on your management team (take 20 years off Richard's age to put him in the mix of peers applying for the role) and he presented himself as he is most often seen; casual, denim, no socks, rolled-up sleeves on the creased linen, open-neck shirt, a little shy, taking his time to think about this answers, talking about his passion for innovation, disruption and the environment, and you knew nothing about his success and his history - how would you judge him against the guy in a suit on a career path to CEO who has ticked the corporate boxes and is 'business first' minded?
The answer to this question depends upon who YOU are, not upon who Richard is.
You are a Millennial. You have a view that business is best when done with people you like...
A highly Engaging Leader will be the Master of Collaboration.
"Collaboration" is indeed the buzz word of the moment. However, collaboration is only one component of successful Leadership and there is a danger when it is mis-used.
Let's start with defining collaboration.
A white paper on the subject of Collaborative Leadership from Oxford Leadership says... "By collaborative leadership, we mean the process of engaging collective intelligence to deliver results across organisational boundaries when ordinary mechanisms of control are absent."
The starting place here is therefore in understanding what the present mechanisms of control are. For example; it would look something like this; When our buyer does this, it triggers that, and we analyse the outcome this way and report it here. These are mechanisms of control in a process model.
In a human behavioural model, it might look something like: We do that, this way. In order to change the way we do that, there needs to be a process of collabo...
The challenge is how an organisation blends a robust yet agile HR system with the individual professional development program to produce metrics, analytics and results!
In recent years, there has been a strong move towards Continuous Feedback HR review models, that offer mentoring and coaching in a practical and on-the-job format.
No more can we (the business leadership team), wait on the HR Department to perform the annual performance appraisal process, to give our employees their opportunity to have an opinion and input into their professional development. Employee's won't wait! More than ever, the need for Leader's to engage their employee's and give them feedback in real-time, with the added capability of being able to support and develop the aspects of their performance that need to improve or are ready to go to the next stage, is a necessity.
Often, I find that Leader's believe their Cultural experience is their Engagement strategy. If people are h...
It takes people to create a business and those very people can bring it to its knees.
Sure, market forces will influence… GFC’s, competitors, suppliers… so many things can influence a business, but ultimately, it will rise, stagnate or fall due to the leader’s decisions and actions, or lack thereof!
An all too common delusion I have come to experience, when working in the SME space, is where leaders truly believe their business is a good one, based on criteria and evidence that is little to do with best business practice, client surveys and profitable results and more to do with their own needs to be successful (or perceived as such). These Leaders are dangerous to their own organisation, as they created the PR that they now believe. However, there is a constant feeling of pressure that accompanies this delusion, as under the surface, this Leader knows the truth that they are flying by the seat of their pants. Profits are not great,...
In the Talent Edge 2020: Blueprints for the new normal study, (Deloitte December 2010); leadership and emerging leaders were high priorities in terms of both development and retention: More than six in ten (64%) have a high or very high fear of losing high-potential talent and leadership. In 2016, in my opinion, little has changed in this regard.
“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.”
― John C. Maxwell
There is an anxiety attached to talent development, and in my experience, the foundation of the experience is infused in the discussions about investment versus risk. Companies who fail to invest in their emerging leaders, for fear of wasting their money, believing the leaders will ultimately leave, are missing some key benefits and responsibilities.
The leader of today wants a brighter tomorrow. They (male and female) have healthy interests and passions outside of the workplace and they no lon...
Go to any high school in Australia today, and the subject of acceptance will be front and centre. Who is 'cool', who is 'odd', who is a 'loner' or a 'bully'...
Fact is, we all want to belong. We need a tribe to be part of and contribute to and our behaviour is a major contributing factor in determining which Tribe we will connect best with.
Pull the behaviour back and uncover the layers of limits and rules and we find the common strands that bind us all as one... The need to belong, to be valued, to be heard, to be loved and to be accepted.
In the workplace, the common theme to performance appraisals is behaviour. Of course! This makes perfect sense. We employ people to achieve certain goals and outcomes and the way they achieve them is as important as what is achieved.
Often, I have found that leader's roll the person and the behaviour into one profile and label the whole.
In a recent meeting with a business leader, the owner mentioned how unhappy she was with th...
Leadership roles attract the higher packages, and there is a common belief that when we earn more we'll have more... happiness.
Here's something that works as well as that notion:
Happiness is an internal experience that is definitely influenced by external events, however its derivative is within. It's a choice. There are happy people to be found in every environment, situation and context.
As a Leadership Coach / Mentor, my experience is that with higher salaries and more responsibility comes more pressure and often more feelings of being trapped and unhappy.
As income rises, life-style changes. We don't live a $45,000 life when we earn $200,000. We tend to buy more expensive brands and experiences (restaurants...). As we earn more, we spend more generally speaking.
I have sat before as many high income earners who are unhappy as I have lower income earners. The lower income people may dream of the day when they can earn more - this will su...