A TIME FOR CHANGE
Organizational leadership is like an exothermic reaction that releases energy when new bonds are formed.
Unfortunately, some organizations have stopped creating new bonds.
They try hard not to be criticized. They try to script customer service. They attempt to run like well-oiled machines.
Forget the ‘well-oiled machine’ metaphor.
"That was then. Today many pundits and theorists describe [successful organizations] as living beings.” – Wally Bock
Living systems have an inner life, react to changes in the environment, grow and evolve.
The way we do and think about business has changed and is changing: Companies can adapt or become extinct.
How will organizations stay competitive?
CHALLENGE DIRECTION
The Pied Piper was a magnificent leader if you define leadership in terms of getting people to follow you or exerting influence. He was action-oriented and had a firm sense of direction. But he was clearly misguided. So were the townspeople. What they thought was a marvelous idea (keeping their gold) turned out to be a disastrous decision with dire consequences.
Leadership in the 21st century is not like that. Directions won’t be fixed, focus won’t be static.
NOW Leadership principles are based on values, not preferences or linear results.
We need to balance the Pied Piper in all of us with awareness, introspection, inclusion and kindness. And yes, these happen to be signature female traits.
NURTURE DIVERSITY
Goldman Sachs named 110 Partners in November 2010 (a prestigious title that comes with lots of money and shares of stock).
"These appointments recognize some of the firm's most valued senior professionals and acknowledge their leadership and contribution to the firm's culture of excellence," say CEO and COO Blankfein and Cohn.
Sadly, only 16 out of the 110 new partners were women, roughly 15%.SOURCE
What an outrage! But who am I kidding? No one seems to be grossly offended. News like this is far too common.
To a certain extent, we all do it - discriminate.
If you’ve grown up eating potatoes for dinner, you are likely to prefer those, passing up other alternatives that are theoretically just as good.
In business, we cannot afford to eat potatoes every day. We need to consciously practice inclusion so we can adapt quickly and seamlessly when necessary (it's live or die).
Diversity is a strategic advantage. Darwin would call it an organizational fitness signal marking health and intelligence.
INCREASE RECEPTION
The effectiveness of a group is dependent on the decisions that are made.
It’s no secret that more information leads to better decisions.
I would guess that about 35 percent of the decisions I make are bad, probably more. There are many reasons we make bad decisions, but one stands out: impaired reception.
Case in point: When I first heard about the BP oil spill disaster in the Gulf of Mexico, I felt supportive of a neighborhood BP gas station boycott. Later, I learned this:
"Ron Rybacki has owned the Cotswold BP station on Randolph Road for six years. Before that, the father of his brother-in-law owned the station for 25 years. […] ‘It's a locally owned and family owned business,’ Rybacki said. ‘We don't need anything like that.’”
"Local BP station owners are just trying to make a living […]”Charlotte Observer
From a multitude of bits and pieces of information, we develop what matters.
How can we increase our chances of making good decisions? By being less scared of uncertainty and strengthening reception.
So should managers embrace ambiguity?
Not at all. Managers should strive to deal in certainties/minimize risks (adapted from Mike Myatt), but must keep their three eyes and ears open, and not jump to conclusions for the sake of escaping ambiguity.
Tomorrow's leaders listen today with a sharp ear and open heart. They practice to include and discard, surrender and resist.
Can organizations be headed in the wrong direction? Can they be unhealthy? Fall to temptation? Absolutely. We have seen and learned that dangers don’t have to be external; they can lurk within. It’s time to adapt.
Women leaders bring unique skills and perspectives into an organization that are necessary for it to survive.
Female leadership represents "our capacity for vision, for collecting sensory information about our environment and the events unfolding within it.”
Women leaders are not better than their male counterparts, only different. And we need them.
Just like every bird needs two wings to fly.
 Here is a small selection of great women leaders I follow online: A few great blogs written by men who (I think) do a great job of balancing their masculinity (?):
|
Sunday, October 7, 2012
The Rise Of Female Leadership
Indifferent To The Truth: Bullshitters
| Excerpt from On Bullshit by Harry Frankfurt:
It is impossible for someone to lie unless he thinks he knows the truth. Producing bullshit requires no such conviction. A person who lies is thereby responding to the truth, and he is to that extent respectful of it. When an honest man speaks, he says only what he believes to be true; and for the liar, it is correspondingly indispensable that he considers his statements to be false. For the bullshitter, however, all these bets are off: he is neither on the side of the true nor on the side of the false. His eye is not on the facts at all, as the eyes of the honest man and of the liar are, except insofar as they may be pertinent to his interest in getting away with what he says. He does not care whether the things he says describe reality correctly. He just picks them out, or makes them up, to suit his purpose.
- via Wikipedia
|
 |
Harry raises an interesting question: Why are we so tolerant of bullshit? As a manager, do you treat bullshitters differently than liars?
A lesson in self-awareness: We fabricate bull**** because we are tying to impress. I can identify with that - - you?
Fascinating.
A lesson in self-awareness: We fabricate bull**** because we are tying to impress. I can identify with that - - you?
Fascinating.
| - great video |
Cognitive Dissonance
The bar in the middle of this image seems to blend from light gray to dark gray.
If you think you are generally less deluded than other people, think again. A delusion is similar to a stealth computer virus – it operates unconsciously. Our brain’s quest to eliminate cognitive dissonance is one such phenomenon.
What is cognitive dissonance?
Cognitive relates to mental processes such as thinking, reasoning, forming opinions, and remembering.
The word dissonance describes a lack of harmony, a discord, clash or tension.
Cognitive dissonance is a 'bad feeling' that arises from holding two conflicting beliefs, attitudes, etc. at one time.
For example, a manager’s belief that he/she is a "well-liked, reputable and respected manager who inspires employees to do their best” is dissonant with information that suggests a dramatic increase in employee theft.
How does my mind respond to cognitive dissonance?
If cognitive dissonance exists, we are programmed to reduce it.
The manager in the example is motivated to reduce the psychological tension by
How can I use this information?
Next time you catch yourself rationalizing (or feeling guilty, embarrassed, angry) [1], try to identify the two underlying, clashing cognitions.
Understanding and accepting our natural responses to cognitive dissonance can help you
In reality, the horizontal bar is solid gray and only the background is a color gradient.
Our brains are quite susceptible to deceit. Just hold a pencil up to one eye and look out the window – the pencil will appear see-through because your brain fills in missing information to complete the view. Magicians and illusionists have taken advantage of these shortcomings of our minds for centuries. If you think you are generally less deluded than other people, think again. A delusion is similar to a stealth computer virus – it operates unconsciously. Our brain’s quest to eliminate cognitive dissonance is one such phenomenon.
What is cognitive dissonance?
Cognitive relates to mental processes such as thinking, reasoning, forming opinions, and remembering.
The word dissonance describes a lack of harmony, a discord, clash or tension.
Cognitive dissonance is a 'bad feeling' that arises from holding two conflicting beliefs, attitudes, etc. at one time.
For example, a manager’s belief that he/she is a "well-liked, reputable and respected manager who inspires employees to do their best” is dissonant with information that suggests a dramatic increase in employee theft.
How does my mind respond to cognitive dissonance?
If cognitive dissonance exists, we are programmed to reduce it.
The manager in the example is motivated to reduce the psychological tension by
- Changing thoughts or behavior
- Adding thoughts
For example, the manager might think, "The data suggests employee theft, but it must be something else. Is it possible that one of our suppliers is ripping us off?"
How can I use this information?
Next time you catch yourself rationalizing (or feeling guilty, embarrassed, angry) [1], try to identify the two underlying, clashing cognitions.
Understanding and accepting our natural responses to cognitive dissonance can help you
- think more clearly when dealing with irrational employee behavior
- increase self-awareness and make better decisions faster
Our Infinite Capacity For Self Deception
Twenty five years ago, the New York Times Magazine ran an extraordinary article titled "How Do Tobacco Executives Live With Themselves?" by Roger Rosenblatt. At the end, he quoted an executive named Victor Crawford who worked for five years as a lobbyist for the Tobacco Institute and helped defeat a series of anti-smoking bills.
A smoker himself, Crawford had been diagnosed with throat cancer two years earlier at the age of 59.
Here's what Crawford told Rosenblatt about his career choice: "In a way, I think I got my just desserts, because, in my heart, I knew better. But I rationalized and denied, because the money was so good and because I could always rationalize it. That's how you make a living, by rationalizing that black is not black, it's white, it's green, it's yellow."
Crawford died two years later, at the age of 63.
His story is different than ours only by degrees. Each of us shares an infinite capacity for self-deception. What we fail to see - or willfully resist seeing - runs us, outside our awareness. What we're willing to see, however painful it may be, we have the potential to influence.
This paradox is clear in the economic crisis we're in and the stories that some of its most egregious players had to tell themselves to rationalize the choices they were making.
What explanation did Bernie Madoff come up with to justify systematically defrauding thousands of clients, including friends and philanthropies, out of billions of dollars over many decades?
How did James Coyne of Bear Stearns feel comfortable flying off on a private plane for days at a time to play golf and bridge during the weeks that his company was going up in flames?
What could have made John Thain, the ousted CEO of Merrill Lynch, feel it was reasonable to spend $1.3 million decorating his office and then seek a $10 million bonus during a year that his company was reporting billion dollar quarterly losses?
These were all very shrewd, very successful men who behaved in ways that were stupendously stupid, tone-deaf, self-defeating, and devastating to others.
What I believe they were missing, above all, were active inner lives. The antidote to self-deception is self-awareness. Among the thousands of senior corporate executives I've met and worked with over the years, no single quality is more conspicuously absent, or less actively valued.
Introspection is a word you'll almost never hear inside a modern corporation. The strong leader doesn't hesitate, or waver, or question his motives. Suffering over a decision, expressing self-doubt, acknowledging uncertainty, and above all, truly stepping up to responsibility for a mistake or a misjudgment - all of these are viewed as potential signs of softness and self-indulgence, weakness and vulnerability. They're behaviors to be avoided at nearly any cost.
For most corporate executives I've met, the inner life is terra incognita - a vast, unexplored territory they scarcely recognize and assiduously avoid.
Human beings continue to make extraordinary leaps in mastering their external world - most especially through technology and sometimes in breathtaking ways. The mission of Google and its engineers, for example, is nothing less than organizing and making instantly accessible all of the world's information. To a remarkable degree, they've already succeeded.
But there has been no comparable revolution in mapping the landscape of our inner lives - our hopes and fears, values and beliefs, needs and motivations, complexities and contradictions -- and the impact they have on our everyday choices and behaviors.
People's inner and outer worlds remain largely disconnected - and especially so in corporate life. Fear of the unknown - of looking at the unvarnished truth -- is a much more powerful force in the lives of leaders than most of them consciously recognize.
Rather than seeking to grow, see more deeply, break past their own barriers and enlarge their worlds, too many leaders instead use their potent minds to rationalize, justify, minimize and disclaim responsibility for the dysfunctional, self-serving and expedient choices they make.
Allergic to uncertainty, ambiguity and nuance, they choose up sides, come to conclusions prematurely and view the world in reductionistic terms: black and white, right and wrong, good and bad, now or never. In the process, they narrow their vision and limit their options.
Self awareness - the capacity for objective self observation - is a way for leaders to recognize their limitations, fuel their humility and make choices reflectively rather than reactively. Cultivating an inner life also makes it possible to grapple with what they believe in and stand for, and make decisions from the inside out, rather than expediently, to drive the next quarter's earnings.
Companies are only as evolved as the leaders who run them, and the people who work for them. What got us here won't get us where we need to go. Incremental change isn't going to be sufficient, given the enormous challenges we face.
What we need instead is an evolutionary leap. It isn't going to come from a technological breakthrough, or new insights about operational efficiency, or a different system for managing people. It will happen when leaders have the courage to connect their inner lives to their outer behaviors and begin to hold themselves accountable for the impact of their decisions, not just on their companies, but on the greater good over the long term.
Crawford died two years later, at the age of 63.
His story is different than ours only by degrees. Each of us shares an infinite capacity for self-deception. What we fail to see - or willfully resist seeing - runs us, outside our awareness. What we're willing to see, however painful it may be, we have the potential to influence.
This paradox is clear in the economic crisis we're in and the stories that some of its most egregious players had to tell themselves to rationalize the choices they were making.
What explanation did Bernie Madoff come up with to justify systematically defrauding thousands of clients, including friends and philanthropies, out of billions of dollars over many decades?
How did James Coyne of Bear Stearns feel comfortable flying off on a private plane for days at a time to play golf and bridge during the weeks that his company was going up in flames?
What could have made John Thain, the ousted CEO of Merrill Lynch, feel it was reasonable to spend $1.3 million decorating his office and then seek a $10 million bonus during a year that his company was reporting billion dollar quarterly losses?
These were all very shrewd, very successful men who behaved in ways that were stupendously stupid, tone-deaf, self-defeating, and devastating to others.
What I believe they were missing, above all, were active inner lives. The antidote to self-deception is self-awareness. Among the thousands of senior corporate executives I've met and worked with over the years, no single quality is more conspicuously absent, or less actively valued.
Introspection is a word you'll almost never hear inside a modern corporation. The strong leader doesn't hesitate, or waver, or question his motives. Suffering over a decision, expressing self-doubt, acknowledging uncertainty, and above all, truly stepping up to responsibility for a mistake or a misjudgment - all of these are viewed as potential signs of softness and self-indulgence, weakness and vulnerability. They're behaviors to be avoided at nearly any cost.
For most corporate executives I've met, the inner life is terra incognita - a vast, unexplored territory they scarcely recognize and assiduously avoid.
Human beings continue to make extraordinary leaps in mastering their external world - most especially through technology and sometimes in breathtaking ways. The mission of Google and its engineers, for example, is nothing less than organizing and making instantly accessible all of the world's information. To a remarkable degree, they've already succeeded.
But there has been no comparable revolution in mapping the landscape of our inner lives - our hopes and fears, values and beliefs, needs and motivations, complexities and contradictions -- and the impact they have on our everyday choices and behaviors.
People's inner and outer worlds remain largely disconnected - and especially so in corporate life. Fear of the unknown - of looking at the unvarnished truth -- is a much more powerful force in the lives of leaders than most of them consciously recognize.
Rather than seeking to grow, see more deeply, break past their own barriers and enlarge their worlds, too many leaders instead use their potent minds to rationalize, justify, minimize and disclaim responsibility for the dysfunctional, self-serving and expedient choices they make.
Allergic to uncertainty, ambiguity and nuance, they choose up sides, come to conclusions prematurely and view the world in reductionistic terms: black and white, right and wrong, good and bad, now or never. In the process, they narrow their vision and limit their options.
Self awareness - the capacity for objective self observation - is a way for leaders to recognize their limitations, fuel their humility and make choices reflectively rather than reactively. Cultivating an inner life also makes it possible to grapple with what they believe in and stand for, and make decisions from the inside out, rather than expediently, to drive the next quarter's earnings.
Companies are only as evolved as the leaders who run them, and the people who work for them. What got us here won't get us where we need to go. Incremental change isn't going to be sufficient, given the enormous challenges we face.
What we need instead is an evolutionary leap. It isn't going to come from a technological breakthrough, or new insights about operational efficiency, or a different system for managing people. It will happen when leaders have the courage to connect their inner lives to their outer behaviors and begin to hold themselves accountable for the impact of their decisions, not just on their companies, but on the greater good over the long term.
About the author:
Tony Schwartz is President and CEO of The Energy Project, a company that helps individuals and organizations fuel energy, engagement, focus and productivity by harnessing the science of high performance. Tony’s most recent book, The Way We’re Working Isn’t Working: The Four Forgotten Needs that Energize Great Performance, was published in May 2010 and became an immediate New York Times and Wall Street Journal bestseller. His previous book, The Power of Full Engagement, co-authored with Jim Loehr, spent four months on the New York Times bestseller list and has been translated into 28 languages. Tony is a frequent contributor to the Harvard Business Review. His post "Six Keys to Being Excellent at Anything" became HBR’s most popular blog post of 2010. He has delivered keynotes to audiences around the world and has worked with leaders at dozens of organizations including Google, Sony, Ford, Barclays Capital, and Pfizer. Tony contributes to the A Better Way of Working Blog and you can follow him on twitter @tonyschwartz.
Tony Schwartz is President and CEO of The Energy Project, a company that helps individuals and organizations fuel energy, engagement, focus and productivity by harnessing the science of high performance. Tony’s most recent book, The Way We’re Working Isn’t Working: The Four Forgotten Needs that Energize Great Performance, was published in May 2010 and became an immediate New York Times and Wall Street Journal bestseller. His previous book, The Power of Full Engagement, co-authored with Jim Loehr, spent four months on the New York Times bestseller list and has been translated into 28 languages. Tony is a frequent contributor to the Harvard Business Review. His post "Six Keys to Being Excellent at Anything" became HBR’s most popular blog post of 2010. He has delivered keynotes to audiences around the world and has worked with leaders at dozens of organizations including Google, Sony, Ford, Barclays Capital, and Pfizer. Tony contributes to the A Better Way of Working Blog and you can follow him on twitter @tonyschwartz.
Four Strategies To Negotiate With The Chinese
Engaging in a negotiation with the Chinese can be a confusing and frustrating experience for a lot of people. It seems, some observed, that many of the rules and strategies that are commonly assumed do not work any more. The art of negotiation is influenced by our way of thinking and communicating, which differs from one culture to another. Keeping in mind the following four strategies can help you better anticipate and develop plans to achieve your goals.
Having face time when negotiating with the Chinese is crucial to achieving your objectives in a timely and productive manner. In relationship – driven societies like China, personal trust is a necessary premise that cannot be fully achieved unless you spend time face-to-face. Trying to seal all the details of a contract via long – distance virtual communication will prove to be painful and extremely lengthy process. This is true no matter whether your position is a customer or a supplier, and no matter how much competitive advantage you think you have. If the other party is not likely to come to you, plan trips to China and spend at least one week for your first visit. Allow non-task oriented activities to take place while you are there, such as sightseeing and social activities. Utilize these activities to build personal rapport, which paves the way for a smoother and faster negotiation process later on.
Western countries, especially the ones that favor logic usually follow a sequential way of managing timelines and task lists. During negotiations, the expectation is that both parties will discuss, negotiate and agree upon a list of open items. And once a particular item is agreed upon, it is considered closed. The Chinese, on the other hand, regard change as constant and a fact of life and therefore manage tasks in a more fluid manner. In a negotiation, all things are considered interconnected, and should the condition for one item changes, all items are up for negotiation (or re-negotiation). The principle is: nothing is settled until everything is settled. For people who are uncomfortable with being in the state of uncertainty and ambiguity, it is important to keep calm and be patient when this happens. Understanding that the cause of this is the style difference, rather than a purposeful tactic to mislead should help ease the mind to focus on the strategies and issues at hand.
Using "go-betweens” can be a very effective strategy in negotiating with cultures that are relationship – oriented. The trust and good faith that are established with the intermediary can be passed on to the other party by association. Business therefore becomes more personal. And, by using a third party, strong disagreements can be delivered in a non-threatening manner. This is hugely beneficial in China where harmony and the protection of "face” are essential for a productive business relationship. One of the best times to use an intermediary is when the negotiation has hit a difficult point. Facing a seemingly gridlock, you may want to try to apply some aggressive influences. But knowing that it is almost never a good idea to directly confront the Chinese with strong disagreements, you can pass the message to the intermediary instead. The intermediary, understanding both parties and their priorities, will act as an informal broker to achieve a compromised agreement.
Being patient is a general good advice in doing business with China in any circumstance. In negotiations, time can be a particularly sensitive topic. This is often the result of internal pressures applied by your own organizations. Keeping patient and educating others in your organization to allow more time is essential to ensure that you achieve satisfying results in the end. Inside most Chinese organizations, decision-making is done through a more lengthy process that typically requires multiple parties to consent to a solution. Naturally, the higher the stake the decision, the longer it takes to achieve such consensus. This is different from the more linear and often more speedy decision-making process in the U.S. The best strategy is to plan extra time for the entire process from the beginning, and manage internal and external expectations accordingly along the way.
About the author:
Joy Huang is the president of Connect East LLC. She is an international management consultant and executive coach specializing in east/west global business. Joy has 15+ years of business experience in China, the Americas and Europe. Prior to Connect East, she spent a decade working with global partners in the hi- tech industry in new product development, marketing, strategic planning and business development. At Connect East, Joy works with western and Chinese companies to improve the performance of their global operations by addressing the cultural and organizational challenges in market entry strategies, business operations and talent management. Born and raised in China, Joy is fluent in English and Chinese and conversational in Dutch. She has a Master of Business Administration (MBA) from the University of North Carolina, USA, and a Bachelor degree (BA) from Beijing Foreign Studies University, China. For more information visit ConnectEast.net.
Joy Huang is the president of Connect East LLC. She is an international management consultant and executive coach specializing in east/west global business. Joy has 15+ years of business experience in China, the Americas and Europe. Prior to Connect East, she spent a decade working with global partners in the hi- tech industry in new product development, marketing, strategic planning and business development. At Connect East, Joy works with western and Chinese companies to improve the performance of their global operations by addressing the cultural and organizational challenges in market entry strategies, business operations and talent management. Born and raised in China, Joy is fluent in English and Chinese and conversational in Dutch. She has a Master of Business Administration (MBA) from the University of North Carolina, USA, and a Bachelor degree (BA) from Beijing Foreign Studies University, China. For more information visit ConnectEast.net.Zombie Baristas, Or Why Good Service Can't Be Scripted
Service. Respect. Compassion. Engagement. Knowledge.
These are some of the intangibles that we want our employees to offer to each other and the customers they serve. Sometimes in our haste to give our employees good rules to follow, structure can become the enemy of those good intentions.
Case in point. There is a large bookstore near where I live, and they serve some of the most delightful coffee. Seattle is coffee heaven, so there is plenty to choose from, but I do like to get coffee and "visit the books" (I love the smell of books) a few times per week at this big-box bookstore.
Every time I order coffee from the pleasant employees behind the counter, the same thing happens. The kindness in their eyes fades to nothing, as they recite the following phrases with robotic consistency.
"Would you like to make that tall single a tall double for only 50 cents more?"
and
"Do you have a discount card to save you 10%?"
Now, I know what is happening here. These young customer service people have been mandated to say these things to every customer. And it turns these talented employees who make a damn fine cup of coffee into sullen zombie baristas. One minute they are smiling, the next minute they are empty eyed and may be contemplating feasting on my brains.
It's in their tone of voice! They hate saying these empty phrases as much as I hate hearing them! But they are good employees and so they obey, meanwhile their body language shifts, their eyes slip away from mine and to the floor, and their tone of voice takes on a subtle undercurrent of annoyance.
I get that the company wants to provide a uniform experience. I even get that they want to "up sell" some of their coffee products. But this scripting thing just doesn't work! Why? When we put the words in people's mouths, they become an expression of inauthenticity.
Why not instead set a goal of increasing certain results, and then offering a variety of techniques to help employees get there? Why not reward those results when they occur and make those rewards meaningful?
About the author:
Cheri Baker is the owner of Emergence Consulting, and the author of the Enlightened Manager Blog. Cheri helps mission-driven organizations prevent workplace dysfunction by ensuring that employees and leaders have the skills to be successful. Specializing in training, coaching, and facilitation, Cheri believes that workplace improvement should be enjoyable, meaningful, and sustainable. Check out her blog (http://blog.emergenceconsulting.net) and free resources page (http://www.emergenceconsulting.net/site/free-resources.aspx) for management articles, tools, and webinars.
The Value of Organizational Values
Recently, we’ve talked about vision and mission statements, so it only seems fitting that we finish this strategy trifecta with a post about organizational values. IMHO, values are the most important of the three.
Values are the qualities that transform a company’s mission and vision into reality. In essence, values outline corporate culture and play an important role in our everyday activities as managers.
- Recruiting - Values should be the qualities we look for during job interviews. People who demonstrate our organizational values, should be the ones we hire. For example, if having a customer focus is one of your company values, then asking questions about delivering customer service would be key.
- Training – Every company should include their organizational values in orientation. In fact, they should be reinforced during every company training program. Think about the impact of being able to link company values to leadership.
- Performance - Performance appraisal systems should include the company’s organizational values. We should reward performance that supports organizational values.
It seems so simple. Your organizational values help you achieve your success. Therefore, you hire for them, train to improve them and recognize/reward based upon them.
But in reality, we see plenty of cases where the values a business says are important aren’t the ones that get emphasized or acknowledged. I wonder if that’s because organizations are conflicted about which values to select.
For example, I know of companies that thrive on an entrepreneurial culture. They are competitive, profit/results driven and have a tremendous sense of urgency. But their values don’t reflect any of these attributes. Why? Because those words may have some negative connotations.
Organizational values are unique to each company. They shouldn’t just be politically correct marketing terms. Let me repeat that – values shouldn’t just be politically correct marketing terms. Values should represent the culture of the business. It’s okay to be competitive and profit driven. In some industries, it’s a necessity.
As you’re starting to plan for next year, think about your organizational values and whether they’re representative of your organization. If they are, that’s great. If they’re not, could it be time for a change?
About the author:
Sharlyn Lauby, SPHR, CPLP is the HR Bartender, whose award-winning blog is a friendly place to discuss workplace issues. She's also a regular contributor to Mashable, American Express OPEN and a variety of other online publications. When she’s not writing, Sharlyn is president of Internal Talent Management (ITM) Group which specializes in employee training and human resources consulting. Her off-hours are spent searching for the best hamburger on the planet, fabulous wine that cost less than $10 bottle, and iPhone apps.
Sharlyn Lauby, SPHR, CPLP is the HR Bartender, whose award-winning blog is a friendly place to discuss workplace issues. She's also a regular contributor to Mashable, American Express OPEN and a variety of other online publications. When she’s not writing, Sharlyn is president of Internal Talent Management (ITM) Group which specializes in employee training and human resources consulting. Her off-hours are spent searching for the best hamburger on the planet, fabulous wine that cost less than $10 bottle, and iPhone apps.
Subscribe to:
Posts (Atom)