Organizations
Reverse Recruiting: Reframing HR Recruiting with a Sales Lens
John McMahon, a past client turned to friend and colleague, called a few weeks ago with an idea that is
John McMahon, a past client turned to friend and colleague, called a few weeks ago with an idea that is
Thoughts on the hybrid virtual workplace – and why it might be harder to manage than we imagine The post-pandemic
Is your organization facing one or more of these warning indicators? You are falling behind in key business metrics like
Lately I’ve been wondering if SMART (Specific, Measurable, Achievable, Relevant, and Time-based) goals only represent a tiny part of what really matters, what really makes a difference, what really makes for a life worth living. For I’ve seen what happens when we create SMART goals, especially when we are going to be measured (and rewarded) for them in a work setting. We think small – remember they must be achievable. We divide our work into small fragments, losing sight of the overarching purpose. We document the doable into a tiny time box.
I wonder what would happen if we also created HEART goals, ones that are: Holistic, Enduring, Aspirational, Really matter, and Timeless.
The reason SMART goals are effective is that they provide a way to break big things into smaller pieces that can be measured. However, you have to know what the BIG thing is. My suggestion: start with a HEART goal and then, and only then, create SMART goals in support of it.
Some examples …
A lot of energy is being spent on the topic of how to manage Millennials. There is angst as they come in and expect a different workplace – one that works for them as well as their employers. There is eye-rolling as their older workplace peers snicker a bit and wonder how they can be so naive, self-centered, and immature. There is a whole lot of “things don’t work that way here” going on.
As with all generalizations, they hold some truth in the macro sense, while exceptions abound when looking at a population case-by-case. Nonetheless, trends across this age demographic are evident. A recent INC article, called the Quick Guide to Motivating Millennials, points to six things that this younger, tech-savvy generation are looking for in their work. And I am struck by the degree of alignment between this list and what research is showing us about emerging highly performing organizations. …
In organizations today, divergent thinking is becoming an imperative to sustainability – rather than an impediment to organizational stability. Disruption has become a competitive advantage, much in the same way market dominance was in the past. Organizations that regularly challenge the status quo in order to create new products and services stand a much better chance of surviving.
Yet those organizations know just how difficult it is to disrupt the existing order. We chastise ourselves for failing to raise our voice in meetings in which yet another ill-conceived project is launched. We shrug in resignation and halfheartedly carry out flawed plans that waste time, money and energy. And we are not alone.
Read more…
I stumbled across Mary Parker Follett’s name about six months ago in the book, The Power of Collective Wisdom. My curiosity got the better of me – and I dug deeper. And what I found was the work of a brilliant women with great influence. Some call her the “mother of modern management.” How is it that I know her work and not her name?
In celebration of Women’s History Month, I honor this female visionary. Although I never knew her name till recently, my study of her work reveals just how much of my practice in leadership and organizational dynamics is influenced by her…
Make no doubt about it, as change management emerged in the late 1990’s and early 2000’s, it was a big step forward. The fact that someone, somewhere in the organization was helping employees through a structured methodology that included awareness, communication, and training began to address the compelling realization that people were most often the “make or break” factor in the success or failure of any change effort.
Yet change management, to me, conveys the ideas of doing something “to” people rather than “with” people. What if the mind-shift changed a bit? From change management to change engagement?
Think about these three retailers: WALMART, KMART, and TARGET. All discount department stores. All ones that you have likely shopped in at some point. Now, see if you can match the company values with the retailer.
Retailer A
Retailer B
Retailer C
Read on to find the answers… and to explore what value congruence has to do with profitability.
WARNING: If you love bureaucracy, you’ll hate this post. If your life is consumed with climbing the corporate ladder, this post will give you a splitting headache. If you are in what is considered a “safe” occupation (HR/accounting/law) – be prepared to be unnerved.
This is a follow-up to my post about unlearning. Here, you’ll learn what you might need to unlearn about how organizations operate and the work done within them. The content of this post draws both on my personal experience with a variety of organizations I work with, and the work of Frederic Laloux and his book, Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness.
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