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Leadership In The Digital Age

February 4, 2017 / Tojo Eapen / 0 Comments

There is a lot of discussion about “digital” currently and how it influences or impacts leadership.

Both the terms “leadership” and “digital” can be interpreted in different ways. Before we get to the details, it first helps to get to a shared understanding about what digital means.

A July 2015 McKinsey article stressed the importance of business leaders having a clear and common understanding of exactly what digital means to them and, as a result, what it means to their business. The authors believed that digital should be seen less as a thing and more a way of doing things. The three attributes of digital are: creating value at the new frontiers of the business, creating value in the processes that execute a vision of customer experiences, and building foundational capabilities (digital mindset and technology) that support the entire structure.

The authors of the book, “Leading Digital” share the definition of digital transformation as the use of digital technology to radically improve the performance and/or the reach of a company. Digital technology is radically changing and challenging businesses in various sectors, many times at high speed. According to them, the time to start digital mastery is now. The longer you wait as a firm, the tougher it will become and you will fall behind.

So, what do leading experts like Manfred de Vries, Josh Bersin, Zenger Folkman, Charlene Li think about leadership in the digital world?

Digital is not technology but a different way of thinking.
The traditional hierarchical model of leadership is disintegrating.
Leadership no longer defined by what a single leader does – it is more about the ability to collaborate, motivate and manage networks.
It is also about decentralizing leadership and connected networks of teams. Leadership behavior needs to be distributed throughout an organization.
Employees want more ownership rather than to follow instruction.
Leaders have to be good at the coaching part of their job.
Key Behaviors in the digital environment – Speed, Collaboration, External Sensing, Being Inclusive, Creating Open Environment.
There will be gaps in the leadership pipeline in this environment and due to the radical changes. It is very important to identify the gaps and work on them.
Being organized correctly with the right organization structure, right jobs, right people in those jobs are critical factors for success.
Leadership development professionals should have a strong context about what is going on in their external and internal environments. Developing leaders is about looking at the whole system, not just L&D or HR.
Organizations which take leadership development seriously outperform their competition. Strong leadership requires continuous development.

Charlene Li’s (Altimeter Group) simple yet powerful (digital) engaged leader framework highlights three core elements worth trying out for any aspiring leader.

1. Listening at scale – Leaders can listen and respond, not to just one person, but many at a time. It is about listening to support your goals.

2. Sharing to shape people’s mindsets and actions – Sharing forges connections with followers that improves relationships, achieve goals, and amplifies a leader’s influence. The big shift that leaders have to make is to be more comfortable with openness. Sharing has to help spread authenticity, emotion and point of view.

3. Engaging to transform – Leaders have to use two-way dialogue that motivates and mobilizes followers to take collective action.

What actions will you take for yourself and your organization to become a competent leader in the digital age?

“When you’re a disruptor, you move into your fear, not away…” – Whitney Johnson, Disrupt Yourself

References:

http://www.mckinsey.com/industries/high-tech/our-insights/what-digital-really-means

http://www.slideshare.net/capgemini/didier-bonnet-oow-leading-digital-presentation

http://knowledge.wharton.upenn.edu/article/the-right-leadership-style-for-the-digital-age/

http://knowledge.insead.edu/blog/insead-blog/evolving-leadership-in-the-digital-age-4611

http://zengerfolkman.com/podcast-ep-63-developing-leaders-in-the-digital-age-feat-josh-bersin/

http://www.slideshare.net/INBOUND/ie15-c-charlene-li-final

The Engaged Leader: A Strategy for Digital Transformation

Leadership Development For Smaller Organizations In The New Year – 4 Topics To Consider

January 1, 2017 / Tojo Eapen / 0 Comments

Happy New Year to all readers!

Many smaller organizations find it difficult to figure out relevant activities in the area of leadership/management development. Related questions come up frequently and at times, a mistaken perception exists that leadership/management development is only applicable to larger organizations.

If left ignored, this is one area that will hurt any organization in many ways. Worrying symptoms start showing up in different areas for the organization including stakeholder engagement, execution and it becomes difficult to diagnose the real problem as time passes.

Here are four topics under leadership/management development for leaders and HR teams to consider.

Any development effort starts with developing self awareness. Leadership self awareness development can start with understanding oneself deeper through facilitated 360 degree/other feedbacks, personality assessments (like MBTI, Hogan etc.) and follow-up reflections/coaching sessions. These sessions can be facilitated at the individual or team level, or a combination of both for quality reflection and action. Periodic follow-up interventions are invaluable for any development effort. Self aware leaders also recognize coaching opportunities for themselves and their team members toward meaningful results.
A related impactful area to consider focusing on is leadership team development. Many leaders miss the opportunity or don’t take the time to consciously reflect on establishing the building blocks of developing an effective team and co-creating a focused agenda with the team. When teams are not developed consciously and carefully especially at senior levels, it leaves room for potential confusion, conflict and frustration. Even for well established teams, this is an important topic to revisit consistently and not to be taken for granted. Supporting leadership transitions in this context also become highly relevant.
Building a shared understanding of what “leadership“or being a leader in the organization means (leadership constructs) will help clarify expectations. Support can be provided through training programs for first time managers, middle managers and leaders. The more leaders understand what it means to be and is expected from a leader in the organization, the more impactful results organizations can consistently achieve through them.
Building a shared understanding on the organization’s strategy, values and culture is often an important item that loses focus. Many times, the clarity on values and culture stays strong with only the founding or early members. As a result, many people tend to apply their own interpretations which leads the organization’s value system in different directions and dilution over time. Sometimes, there is a need for a discussion on how the culture has evolved or needs to change in the context of business direction. Reinforcing and aligning the organization’s understanding and shared beliefs will ensure stronger cohesion, commitment and execution across the board. This can be facilitated through various well designed OD/HR, engagement and communication initiatives.

If you are a leader or HR professional in a smaller organization considering impactful activities to implement in leadership/management development, these may be some practical and actionable ideas to think about for the new year. It is important to constantly be aware of the paradox of busyness & development.

Best wishes for a Meaningful, Impactful and Successful 2017.

Tojo
Lead-Wise

Building A Satisfying & Successful Career in HR

December 13, 2016 / Tojo Eapen / 0 Comments

During recent years, I’ve received the following question many times – “I would like to build a successful career in HR. Where and how should I start? What should I do next?”

There is no one sure answer to these questions but I do have few suggestions based on experiences, observations and learning from others. This list has grown over time and hopefully useful for many in early career who enquire about this topic.

It is great to get an early starting opportunity with a solid, large HR organization but don’t worry about starting small if required, by taking on wider responsibilities in smaller organizations. Smaller organizations give you the opportunity to be involved with a lot more functionally while larger organizations tend to be more structured and specific in requirements with the complexity of scale. There are advantages on both sides and you have to make the most of your early learning opportunities, wherever you are. Stay eager to take on additional responsibilities, learn and get exposure to different areas as much as possible. Set yourself a goal of mastering the fundamentals in your key area of work within a certain timeframe and then target higher degree of expertise.
If you don’t have formal education in HR, it is helpful to go for additional industry recognized related certifications or programs. Focus on getting the fundamentals right initially. That helps your knowledge base, confidence and also builds credibility with business stakeholders.
Try to talk to/discuss experiences and learning with other competent HR professionals you meet through programs, work, networks etc. Find opportunities or common avenues to connect with other professionals and continue the discussions. Find your own mentors or coaches as well.
Follow, watch and read articles from the thought leaders constantly. This will help you to get a strong understanding of the concepts/language used and this will become a distinguishing strength as you grow further. Not many HR professionals seem to take continuos learning seriously and those who do stand out.
You’ll need to build your HR experience profile patiently in specific functional areas considering your organization’s needs and your own interest. Over time, you may decide whether you want to become a generalist or specialist (eg. talent acquisition, learning & development, rewards). Even generalists tend to acquire couple of strong areas of expertise over time.
Develop self awareness and understand what you really enjoy doing. Knowing one’s own personality characteristics is important. Don’t just go by the pressures of how external sources define functional areas of importance or growth. Your lack of passion or interest in a certain area and related questions will show up one way or the other and become a road block to excellence.
When you apply for roles, try to understand clearly the elements specific to that role. The more you have and can add experiences related to what the hiring organization/manager could be looking for, the better your chances. Review profiles of successful HR professionals, their experiences and career paths for pointers – it’s easier to find them on LinkedIn or other professional networks nowadays.
Build your awareness and understanding of your organization’s dynamics. Being successful in HR would involve the ability to work/align with multiple stakeholders with varying opinions on the same topic and managing complexity. Successful HR professionals seem to be those who find an effective way of working/gelling with core business leaders and constituents.
Continuous development and application are even more relevant for HR. There’s quite a lot of evolving research from different areas that can be applied to people management. It also involves lots of continuous practice and adaptation to different environments. HR is a “craft” that needs to be continuously worked on ( Why Great HR Professionals Are Like Master Carpenters – Josh Bersin, http://joshbersin.com/2015/04/why-great-hr-professionals-are-like-master-carpenters/).

For more experienced professionals, in their book ‘Talent Masters’, authors Bill Conaty (former GE Global HR Head) and Ram Charan included 6 points for HR Leaders to become effective business partners.

Understand your business and industry dynamics – financials and key operating levers that affect your business.
Build your HR vision and strategies around the business model.
Become problem solvers versus problem identifiers.
Take your work seriously but don’t take yourself too seriously – stay cool, provide a sense of balance/calm in the storm.
Have the personal independence, self confidence and courage to push back or challenge the system when necessary.
Never forget why you’re at the table – obligation to balance strong business partnership role with employee advocacy role, people implications of decisions and never forgetting the “human” in human resources.

Building a successful and satisfying career in HR takes a lot of persistence, determination and resilience. It’s unfortunate that many organizations don’t invest sufficiently in developing HR professionals and therefore, the responsibility falls even more on the individual HR professional. You can start early but it’s never too late to get started. One last thought – consider building your career similar to a marathon, not a sprint. Best wishes to you and enjoy the journey.

If you have any suggestions, please do add.

Paradoxes At Work For Leaders

January 14, 2016 / Tojo Eapen / 1 Comment

A paradox is a statement that apparently contradicts itself and yet might be true (or wrong at the same time).

Figuring out and thinking through a paradox is an important and valuable exercise in any organizational environment, for individuals and teams. This also becomes valuable for leadership decision making and judgment calls.

Thinking through paradoxes is also extremely useful to stretch, question and develop our own thinking ability and approach. From personal experiences, the lack of clarity and absence of active dialogues on such topics can lead to confusion, frustration and stress within organizations. Getting caught in ‘no man’s land’ on decisions happens more frequently than we imagine.

Leaders encounter many of the following paradoxes frequently (all but one are from the book, “HR From The Outside In”).

Business & People
How do you balance the tradeoff between people and business?
Organization & Individual
How do you manage the tensions between individual talent and teamwork, individual ability and organizational capability? How do you balance differentiating top performers and rest of employees?
Outside & Inside
How do you simultaneously understand the dynamics and operate in the external and internal environments?
Strategic & Administrative
How do you balance flawless execution of administrative and operational actions with strategic adaptation to future business scenarios?
Short Term & Long Term
How do you choose between short term and long term benefits, especially in decision making?

There may also be relationships to be considered among these paradoxes. e.g., balancing the tradeoffs between business and people may need to take into consideration the balance between the future and past.

We can build clarity through a continuing, active dialogue with ourselves, our stakeholders, teams regarding our thinking, core principles and approach. This becomes fundamental for success and increased effectiveness in a constantly changing world.

It is great to see that the 2016 RBL Group/University of Michigan HR Competency model includes ‘Paradox Navigator’ and brings out many tensions commonly faced – tensions between global and local business demands, between the need for change and stability, between the internal focus on employees and external focus on customers and investors, and between high level strategic issues and operational details.

How do you think about and manage these paradoxes?

What other paradoxes do you encounter?

(Previously posted on Linkedin)

Suggested reading:

Paradox – Wikipedia – https://en.wikipedia.org/wiki/Paradox
Book – “HR From The Outside In – Six Competencies for the Future of Human Resources”; Dave Ulrich, Jon Younger, Wayne Brockbank, Mike Ulrich; McGraw Hill.
Paradoxes for HR – http://www.tojoeapen.com/blog/paradoxes-for-hr/
2016 HR Competency Model – The RBL Group, University of Michigan
Image Credit – Zach Stern, The Observer’s Paradox, http://foter.com,https://www.flickr.com/photos/zachstern/7532320120/

Largest HR Competency Study Results (2016) Are Out

January 14, 2016 / Tojo Eapen / 0 Comments

2016 Round 7 of the Human Resource Competency Study (running since 1987) by The RBL Group and the Ross School of Business at the University of Michigan, involved over 30,000 surveys ratings, 23 regional partners and around 4,000 HR professionals around the globe.

CEO surveys increasingly point to businesses winning through differentiating themselves through organization and people. This research identified what individual HR professionals should know and do to respond to these business opportunities.

In my opinion, the latest competency model also reflects the increasing complexity and demands on the global HR professional. Here’s a quick introduction to the model and some of my selected notes from the RBL Group HRCS report. The findings have implications for who is hired into HR and the development, promotion and rewarding of HR professionals.

The report shares nine competencies through which HR professionals deliver business value.

Three Core Competencies
1. Strategic positioner – applies knowledge of business context and strategy.
2. Credible activist – builds relationships of trust and influence with key people within the organization.
3. Paradox navigator – navigates the many embedded tensions in business operations.

Six HR enablers
Three of these enablers focus on building a strategic organization:
1. Culture and change champion – makes change happen and weaves change initiatives into culture change.
2. Human capital curator – manages the flow of talent by developing people and leaders, driving individual performance, and building technical talent.
3. Total reward steward – manages employee well-being through financial and non-financial rewards.
Three enablers focus on tactical delivery:
4. Technology and media integrator – uses technology and social media to create and drive high-performing organizations.
5. Analytics designer and interpreter – uses analytics to improve decision making.
6. Compliance manager – manages the processes related to compliance by following regulatory guidelines.

According to the study, some competencies seem more critical for certain stakeholders. Creating value for internal stakeholders, such as line managers and employees, requires being a credible activist. Creating value for external stakeholders such as investors and external customers, however, requires being a strategic positioner.

The study also found that about 50 percent of the perceived performance of HR professionals comes from their competencies. About 35% of the perceived performance of HR professionals comes from their demographics and career histories.

A key overarching finding was that the activities of HR departments as a whole consistently explain more of the department’s performance than the competencies of the HR professionals within those departments.

Activities of HR departments that most impacted HR value creation for key stakeholders
1. Employee performance HR practices: HR activities that help employees develop their skills and abilities.
2. Integrated HR practices: HR activities that offer integrated and innovative solutions to business problems.
3. HR analytics practices: HR activities related to a scorecard for the HR department.
4. HR role in information management: HR role in managing information to make better business decisions.

HR professionals have more impact on key stakeholders when they work as an effective HR department. The report also notes that the old adage, “I like my HR professional, but I hate HR” needs to change because the HR department’s activities have more impact on all stakeholders than individual HR professionals.

For those interested in learning more, you can find Dr. Dave Ulrich’s videos introducing the latest model and competencies here.

(Previously posted on LinkedIn)

References
1. HRCS Round 7 – Creating HR Value From The Outside-In
https://s3.amazonaws.com/rblip/HRCS/pdf/hrcs-7-report.pdf?utm_source=RBL+Newsletter&utm_campaign=867e0e23f2-11_15_Newsletter_Test11_20_2015&utm_medium=email&utm_term=0_24fb7cc248-867e0e23f2-19097425

The Rise of HR – Wisdom From 10 Thought Leaders In 20 Sentences

April 11, 2015 / Tojo Eapen / 0 Comments

“The Rise of HR: Wisdom from 73 Thought Leaders,” is a recent anthology published by the HR Certification Institute in collaboration with Dave Ulrich, Professor, University of Michigan and Co-founder of The RBL Group, Bill Schiemann, CEO, Metrus Group, Inc. and Libby Sartain, Business Advisor and Board Member.

As I was reading through few chapters, I thought it would be worthwhile to attempt consolidating the following ten themes from leading HR voices (relevant chapters indicated under ‘References’ below).

The HR professional of today is more likely to be a talent expert, a technology expert and a consultant. They must focus on 3 categories of skills: how to recruit, develop, and manage people; how to organize, enable and improve the organization; and how to manage, leverage, and exploit data and technology.
Getting the transformational change process right in an organization means attending to the Structural, Cultural and Human elements. All change requires an expenditure of physical, emotional and cognitive resources that should be prioritized like any other organizational asset.
HR leaders need to be conductors of the organizational orchestra, by coordinating the orchestra and being comfortable balancing the various tensions (individual versus firm, star versus supporting players, timing, and flow). Three key elements underlying the new HR are talent, data and strategy, and require an ability to coordinate alignment across different levels of organizational hierarchy.
HR professionals will need to spend more time thinking about and developing strategies for operating in what has become a transparent world. More than ever before, HR professionals have to approach their role by constantly reminding their organization to consider the question: What would happen if an employee or customer saw this, or if this appeared on the front page of the newspaper?
Creation of an employer brand is as important as our corporate brand – and thus HR and marketing should be attached at the hip. In this age of transparency, employees are the media and HR is essential to marketing, as they deliver on the brand promise day in and day out.
In any business dialogue, an HR professional can proffer three unique contributions – Talent, Leadership and Organization. Three dimensions of competitive organization are organizational capabilities (what the organization is known for, good at doing, how it allocates resources), culture (pattern of how people think and act) and management actions (intellectual, behavioral and process agendas).
Culture is the catalyst that connects executive leadership goals to HR goals and creates a perpetual winning environment. Great cultures are created through everyday relationships that employees have with leaders, their work and with one another.
Success in any field is based on two characteristics: long term resilience and the ability to be centered, or “in the zone” more frequently. This resilience center spans five aspects of our lives: our emotions, our physical selves, our spirits, our finances and our relationships.
Workforce metrics is strategically important for firms because the workforce is most firms’ single largest expenditure – and the least scrutinized in assessing its impact on value creation. HR must focus on delivering outcomes that enable top-line growth through the firm’s strategic mindset and by leveraging the performance of individual roles that impact value creation and top-line growth.
Forward-thinking HR organizations choose their leadership arenas carefully, letting others take the lead when trends are new to HR, and taking a leadership role as HR becomes more involved. It means gaining credibility with functional partners from other disciplines so that they welcome the involvement of HR in their domain and are willing to help translate and apply their expertise to HR issues.

Hope these are helpful notes for valuable reflection, action and further reading for HR professionals around the world. A strong community of highly capable and committed HR professionals, leaders and organizations is fundamental for the rise of HR and its future evolution.

References
* Book Website – http://hrleadsbusiness.org/rise-of-hr-e-book
1. HR’s Role In The Digital Workplace: A Time For Reinvention, Josh Bersin
2. The Case For Change Capability: How HR Can Step Up…, Holly Burkett
3. The Reluctant HR Champion?, Robert Ployhart
4. HR And Transparency, Susan Meisinger
5. Think Like A Marketer!, Libby Sartain
6. From War For Talent To Victory Through Organization, Dave Ulrich
7. CEOs Want Better Performance. Great Culture Can Make It Happen, China Gorman
8. Finding Our Resilient Center, William G. Ingham
9. HR Analytic And Metrics: Scoring On The Business Scorecard, Richard W. Beatty
10. Avoiding The “Profession” Trap By Reaching Out And Retooling HR, John W. Boudreau

3 Basics In Interpersonal Communication

November 18, 2014 / Tojo Eapen / 0 Comments

I feel privileged to have had the opportunity to interact with people from multiple cultural and professional backgrounds, across various levels and roles. In my observation, the quality of interpersonal communication in any form varies tremendously and few fundamentals are often missed in organisations, irrespective of the roles or command over language. This may lead to frustration, misunderstanding and even conflict in organizations, internally or with partners. The less you know someone personally, the more cautious and aware you need to be. The more you know someone personally, it is important to not take them for granted. Great individual examples always stand out in our minds and memories.

Here are three basic starting points to think about.

1. When you call or connect with someone for the first time in any form, try to explain the context or background along with the introduction first. I’ve noticed many times when a customer service call comes in, the representative jumps straight to questions (with even questions that feel personal) without explaining the reason and background for the call. On social media, new LinkedIn or Facebook invites are often sent without any introductory message, leaving the receiver to figure out (especially if you haven’t met or connected in the past).

2. When someone you know tries to contact you, it is helpful to respond, even if it is a one liner saying you’re very busy currently. If you may not have clarity to respond regarding a question, it helps to say so. It is also helpful to manage expectations by referring to timeframes, if you think it will take time to respond. People should not feel that their messages went into a black hole and are left to decipher what that may mean. On the other hand, it also helps the sender to follow-up to ensure that it may not have been accidentally missed.

3. Related to the topic of givers and takers, it is not sustainable to just be a taker mostly. There are some people who seem to be happy as long as they receive help and support from others but when they receive a negative response or one that does not satisfy their needs, they miss to acknowledge and respond. It is important to acknowledge in any scenario and still thank someone for their time and interest for thinking and responding to you. It also worthwhile to ask yourself how you can as well be of help to others.

One may need to keep in mind that every action or lack of it, contributes to personal brand and reputation. Some people in positions of power unconsciously allow arrogance to creep into their communication (or lack of it). Everyone should receive the benefit of doubt, until proven otherwise through a noticeable trail of behaviors. We may be conditioned to pick up negatives faster than positives.

As we all work with so many different personalities, preferences and behaviors, it is valuable to get few consistent basic approaches in place, to avoid misunderstandings. We also live in an interconnected world where one’s personal or leadership brand image may actually travel long distances.

I still remember the time in university when I sent Daniel Goleman, author of multiple books including Emotional Intelligence (with no prior connection or influence) a note asking if he would be available and interested in joining a student event. It was a pleasant surprise and felt great to receive his assistant’s response next day and then Daniel himself in a couple of days, sharing that he would not be able to make it due to a hectic schedule. That left a strong impression. I also remember a time at work when someone I looked up to went totally missing (for probably good personal reason) during very challenging times, even when just presence and caring enquiries would have made a big difference. These experiences do leave long lasting impressions.

In any sphere of life (especially if you are a leader), how do you find opportunities in interpersonal communication to influence or impact other lives?

Would you have any notes of advice to share from your experiences?

Best wishes…

Leadership Trust At Any Level – 6 “Be”s

October 25, 2014 / Tojo Eapen / 0 Comments

(Posted on LinkedIn on October 21, 2014. Modified version of a previous post on www.tojoeapen.com/blog.)

One of the most common leadership questions and challenges we come across in organizations is “How do I/we build trust?”.

This is a topic that will be constantly revisited by many, in personal and professional lives. Trust can be built more consciously through repeated, consistent actions. Every action and behavior can contribute to building or breaking trust. When a healthy mass of leaders practice trust building behaviors in an organization, it starts to shift and impact the culture positively. You can also build some of these aspects into organizational practices and systems.

1. Be visible.
Don’t get too busy with meetings and spend most time within closed doors. All stakeholders, especially your team members have a high need to see their leaders, even more when uncertainty is high. As human beings, visibility is reassuring and, builds certainty and confidence.

2. Be respectful.
Being respectful in your direct and virtual interactions, irrespective of organizational levels are major acknowledgments and motivators for individuals. The deeper you go in an organization, the more charged up and motivated individuals feel when leaders find time for them. Respecting personal space and feelings, especially during difficult phases go a long way to building commitment and trust.

3. Be aware (of self and impact of your behaviors and actions on others).
Take time to understand yourself, what drives you, your values, principles, strengths and development areas. Self awareness is the starting point of any personal development. Next stage is to understand others around you and the impact of your behaviors on them. Trust is a two way street and someone needs to extend a hand forward first to get the process of interactions into motion. It becomes even more powerful when you extend your hand first.

4. Be authentic (consistent in behaviors and actions).
Be yourself. Don’t try to be someone else. Most people are smart enough to see through ‘fake’ and artificial personalities. This does not indicate the license to do whatever to be yourself, rather this is about being aligned to your values and principles. Practice what you preach. Admit mistakes with accountability when they happen and share recognition when success is achieved. Explain your thinking approach because people may think differently about a certain topic and struggle to see the rationale in another person’s point of view.

5. Be open (to discussions, while being conscious of biases).
Having the openness to discuss aspects that you may not agree with and have a strong view about, may help you see different possibilities and ideas. Sometimes, it helps to be open about the fact that you have a strong view for a certain reason. It also encourages others to share ideas and thoughts without fear. Presence of fear and defensiveness are among the biggest barriers to trust. It becomes more difficult to share mistakes that may come to haunt you later, or to speak up when the perceived power distance or threat of repercussion seems high. Being vulnerable, even to some extent is a big factor for others to see your humanness and increases accessibility.

6. Be fair (in your approach and communicate clearly, especially tough choices).
People can live with tough choices if they feel it was based on a fair process and they’re not being misled into believing so. Many times, lack of visibility on the process or the way it was communicated or an absence of it, results in difficult scenarios and contradictions for everyone involved.

To easily remember, we can also use the acronym ‘FAAVOR‘ (Fair, Aware, Authentic, Visible, Open, Respectful).

It is valuable to reflect constantly. Taking out some thinking time with yourself, your close connections, coaches or mentors can help you in finding more clarity. We all have different scenarios to think about and there are no perfect solutions. Observing, reflecting and adjusting our approaches accordingly would help to figure out an appropriate approach for our environment.

Over time and with practice, building trust becomes achievable and impactful through a concrete set of actions.

Changing Jobs? Notes for an effective transition

Posted on LinkedIn on September 22, 2014.

We seem to be in an era of constant changes with shorter cycles of stability.

Organizations are constantly changing to respond to market needs and competition – repositioning, differentiating, streamlining, reorganizing and restructuring. In effect, there is a much higher demand on individual efforts. As a result, individuals are moving through different jobs with increasing frequency, many times with different companies. To survive and thrive in today’s hyper competitive world, the bar is constantly pushed higher.

At a personal level, it therefore becomes critical to understand the key elements for quick and effective transition across jobs and organizations, and develop the ability to learn and unlearn in shorter cycles.

Self awareness is the fundamental building block of any development process. According to Korn/Ferry, many business leaders continue to wrestle with a lack of self- awareness, a problem that can stall or even derail their careers. Armed with self-awareness, leaders can see themselves without deception or distortion. Barriers to self-awareness take two forms. Hidden strengths are the skills leaders have, but underestimate. This can cause such individuals to expend needless energy “fixing” something that isn’t broken or under-using a critical leadership skill. Blind spots, the skills that leaders overestimate, are more problematic. These are weaknesses leaders can’t see in themselves, even though they are evident to everyone around them. Distorted or inflated self-perception is a widespread problem.

Peter Drucker wrote, “Knowledge becomes obsolete incredibly fast.”

If we look across, most jobs have the following core learning components that are critical for effective delivery.

* SUBJECT MATTER/BODY OF KNOWLEDGE, SKILLS
Every job involves specific and core subject matter areas. These could most effectively be acquired and applied through a combination of on-the-job experiences and learning programs. For leadership roles, it is important to recognize and plug the knowledge gaps in the team, especially when a leader does not have deep expertise in the related areas.

* PROCESSES
Every organisation has a set of processes for most functional areas. Most of the work nowadays is defined through process flows. Building a good understanding of the organisational process flows allow us to determine what we need to do and how it impacts stakeholders.

* TOOLS/TECHNOLOGY
All organisations and jobs have specific tools and technologies that support work. They generally tend to follow the processes. Having a good understanding of how they work and are applied could substantially increase overall efficiency of one’s functioning.

Sometimes, basic processes or tools create the most frustration in a new environment. I’ve seen new employees frustrated with reimbursement process, time sheets or sometimes even with the difficulty in connecting to a local printer.

* PERSONAL NETWORKS
This is one of the most important elements. It includes both internal and external networks of our personal connections that allow us to function with a high degree of awareness and effectiveness. In many instances, the personal networks are critical for avoiding organizational ‘landmines’, converting the perception of a new ‘threat’ to ally, achieving the extra mile of success and for managing crises. In most instances, people support beyond the specified requirements of a process when there is a strong connection. These connections are also critical links to tacit knowledge that’re often unavailable in formal knowledge management systems or databases. Treating individuals with respect and empathy normally will result in valuable help and inputs on the organizational culture, especially during the tough transition phase.

* EXPERIENCE, WISDOM
This could involve our combination of the above components and gained through the application of knowledge in a variety of situations, reflection, interactions with people at different levels, environments and learning/adjusting from successes and failures (what has worked/not worked?) over time. This is very important for managers and leaders as a lot of judgment is involved in making quick decisions on topics which may not have defined answers for the specific environment.

Korn/Ferry also found that personal flexibility is the core of one’s ability to grow and improve. People with this trait not only hear and respond to feedback but actively seek it. They also pick up on clues from other people or the situation and adapt their approach as needed. Studies have repeatedly shown that the ability to learn from experience is what differentiates successful executives from unsuccessful ones. They learn faster, not because they are more intelligent, but because they have more effective learning skills and strategies.

References:
1. Changing Jobs?, February 2010 http://www.tojoeapen.com/blog/2010/02/
2. The Korn/Ferry Insititute: Illuminating blind spots and hidden strengths by J. Evelyn Orr, Victoria V. Swisher, King Yii Tang, and Kenneth P. De Meuse http://www.kornferryinstitute.com/sites/all/files/documents/briefings-magazine-download/Illuminating%20blind%20spots%20and%20hidden%20strengths%20.pdf
3. The Korn/Ferry Insititute: Using Learning Agility to Identify High Potentials around the World by K. P. De Meuse, Guangrong Dai, George S. Hallenbeck, King Yii Tang http://www.successfactors.com/static/docs/LearningAgilityResearchWhitepaper.pdf

3 Omnipresent Leadership Coaching Scenarios

September 18, 2014 / Tojo Eapen / 0 Comments

Posted on LinkedIn on September 16, 2014

We see these scenarios play out in organizations every day but leaders seldom seem to act with urgency or seriousness to support development for themselves or their teams through impactful coaching. Effective leadership impacts multiple lives, not just of employees but also their families and beyond. As we experience ourselves, emotions can be contagious and many times, our good and bad emotions stay with us beyond work.

The three most common leadership coaching scenarios I’ve observed in organizations, irrespective of locations around the world:

1. Strong Individual Contributor but Weak Leadership

2. Strong Technical/Analytic Skills but Weak Emotional Intelligence, Social, Communication Skills

3. Strong Execution but Weak Strategic and Long-term Thinking Skills

Would you agree?

Ignoring these weaknesses could lead to major derailers for leaders and organizations.

I have little doubt that disengagement in organizations stems from poor leadership and HR practices. Gallup’s 2013 State of the Global Workplace report found that only 30% of American employees, 15% of German employees, 9% of French employees, 6% of Chinese employees, 11% of Korean employees, and 9% of India’s employees were engaged at work actively sharing their best ideas and giving their all for high performance.

For leaders, it is important to recognize that building self-awareness requires a lot of work. The issue becomes compounded when leaders don’t seek feedback in the right manner and are surrounded by ‘yes’ people. In addition, they don’t receive adequate support or the ‘safe zone’ to reflect and modify their approaches. This leaves many teams and organizations with unresolved toxic emotions and issues.

If you are a leader or HR professional, please consider placing leadership coaching support and related skills high on your agenda – for yourself and others.

Have you encountered other common coaching scenarios?

Reference:
From Blue Ocean Strategy to Blue Ocean Leadership
http://knowledge.insead.edu/leadership-management/from-blue-ocean-strategy-to-blue-ocean-leadership-3577

Category: HR (page 3 of 5)

Leadership In The Digital Age

Leadership Development For Smaller Organizations In The New Year – 4 Topics To Consider

Building A Satisfying & Successful Career in HR

Paradoxes At Work For Leaders

Largest HR Competency Study Results (2016) Are Out

The Rise of HR – Wisdom From 10 Thought Leaders In 20 Sentences

3 Basics In Interpersonal Communication

Leadership Trust At Any Level – 6 “Be”s

Changing Jobs? Notes for an effective transition

3 Omnipresent Leadership Coaching Scenarios

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