Most organizations spend considerable amounts of time reviewing monthly and quarterly financial performance, new product plans, inventory levels and other dashboard-driven business data. What is unusual about many of these same organizations is the conspicuous absence of a similarly focused, formal and periodic review of organizational talent.
Regularly setting aside time to map the strengths, needs and improvement opportunities for our organization's human assets can help ensure that the organization's top talent is getting the attention, rotational assignments and other developmental opportunities necessary to keep them engaged and committed. Mapping talent within our organization also keeps our succession slate current and ensures we are prepared when promotional opportunities arise.
In addition, talent mapping programs provide organizations with the opportunity to identify those employees that are not performing up to expectation, and create the accountability for developing performance improvement plans that either coach these employees to improved performance or help them to exit the organization. The expectation that action plans committed to in previous sessions will be reviewed at the next talent review session often compels senior managers to follow through promptly on their to dos.
Most talent mapping programs define comparison metrics that differentiate employees by assigning them to different categories. One approach may be to distinguish between high-potential, high-performing, solid-performing, and low-performing employees. By requiring operating executives to make and then discuss these distinctions with the CEO and senior human resources executive, we create a shared understanding of that division's potential, and create accountability around following through on commitments made at these periodic reviews that in turn strengthen the organization's talent pool.
Talent mapping programs provide individuals in an organization with the benefit of a regular review of their contributions, developmental needs and succession potential. They are viewed as a sign of the organization's investment in and commitment to ensuring the highest levels of professional growth for all members of the organization. For more information on how we can help you design and implement a talent mapping strategy for your organization, contact us at info@theleadershipfit.com.
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Defeating Complacency
In his best-selling book Leading Change, John Kotter points to complacency, or lack of urgency,
as one of the most significant factors in failed change efforts. While a senior leadership team may be on board and in agreement with moving down a new path, quite often this very team under invests in creating sufficient energy and buy-in on the part of the rest of the organization. Kotter points out that "complacency with the status quo" can serve as a powerful barrier to change initiatives.
Case Study: One of our clients, shortly after announcing a change in handling customer returns, learned that employees didn't perceive any real problem in how customers were currently being treated. Our client decided to paint a more visible picture of the crisis being faced so its employees could see the negative results of inaction. This compelling prediction of lost clients and missed financial targets moved employees to see the need for a new approach to customer retention. According to Kotter, "effective leaders persuasively make the liabilities of 'staying still' come alive for their people".
A second source of complacency derives from a lack of sufficient performance feedback from sources outside of the organization. Leaders can help defeat complacency by leveraging the stories of customers, vendors and other key stakeholders, and by insisting on unfiltered feedback from as many sources as possible.
Case Study: One of our clients, in an effort to become less insular, decided to solicit customer feedback as a critical input to annual performance appraisals. Establishing this new channel of communication has since reduced the tendency for leaders of this organization to miss important signals, and succeeded in teaching the organization how valuable client input can be in adapting to the marketplace.
Organizations that successfully overcome their lack of urgency still face the struggles of getting their people to let go of old ideas, programs and strategies. We know from our work with organizations that as they grow, change and adapt, they often benefit from the advice of trusted advisors and experienced coaches. Our work across industries and product lines provides us with numerous opportunities to cross pollinate as we enable our clients to successfully lead change initiatives. Our experienced coaches can assist you and your team in leading successful change initiatives.
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Avoiding Ambiguity
When we communicate with our teams, it is crucial that we check in to make sure our message has been received fully and accurately. How many times have we thought to ourselves: "Why don't they get it? I've said it five times and they still aren't doing what I asked them to do". Often, we can be so clear in our own head about what we are asking or saying that we actually leave out important information in our communication to others.
There are a number of strategies we can employ to ensure what we intend to say is actually being said, heard and understood by others. The first thing we can do is to simply ask "What questions do you have for me?" Please note this is different from asking "Do you understand?" When we ask someone whether they understand what we just said to them, it is human nature for people to nod their heads in agreement and avoid any possible indication they in fact do not understand or perhaps didn't hear everything they needed to.
I am reminded of an episode from the popular TV series Seinfeld in which Jerry Seinfeld's friend George Costanza receives a job assignment from his TV boss, the manager of the New York Yankees. George was not paying attention and didn't have a clue what his boss had just asked him to do. Rather than admitting he did not understand what he was asked to do, George proceeds to use all 30 minutes of this particular Seinfeld episode trying to find out what he is being expected to deliver to his boss. He approaches one person after another to try to get at what he is supposed to be doing and fails miserably at the end of the show to deliver the
goods.
Most leaders would agree that the best time to own up to not fully understanding an assignment is when the assignment is first given. This allows the person giving the assignment to restate it and to fill in any missing information. I don't know too many leaders who would not prefer their employees to raise their hand right then and there and say "I'm sorry but I just don't understand what you are asking me to do" or "I zoned out for a few seconds and I missed the last thing you said. Would you please repeat it?"
While leaders may be open to this honest sharing by their employees of "not understanding", the reality is that it is difficult for many of us to admit that we were not listening or that we got distracted. Therefore, it is important for leaders themselves to initiate questions to ensure they have communicated fully. Possible questions include: "How do you propose to proceed with this project?", "What additional resources will you require?", "What else can I share with you to help you get started?"
The most important thing when communicating with others is to avoid ambiguity. We want to be certain there is clarity around our messages and that nothing has interfered in the process. Asking our people to restate the assignment in their own words or summarizing in writing what was discussed or requested are other ways to check for understanding. This provides an opportunity for either party to the communication to say "That's not what I said" or "That's not what I meant, let's go over this again".
The time spent up front ensuring that messages are aligned is well worth the investment given the amount of time that often gets spent after the fact in picking up the pieces when the job doesn't get done because of different perceptions and misunderstandings with regard to the original message.
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One More Thing
Feedback is a gift.
The best time to provide feedback to employees is right after you have observed behaviors or attitudes that need either encouragement or development. We call this "the teachable moment."
Effective feedback allows you to clarify expectations and is specific, non-judgmental, non-threatening, timely and attainable.
Positive feedback can be effective and powerful when it is given publicly. Constructive feedback, however, is most effective when given in private.
Avoid feedback overload. Concentrate on one thing at a time.
Develop a habit of looking for and commending specific positive behaviors: such reinforcement will increase the frequency of those behaviors. Catch people doing things right!
Document your feedback to employees to ensure recall during future feedback sessions and during the performance evaluation period.
Committing to regular follow-up with employees reinforces the expectation that continuous improvement is the ultimate goal. |
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Each month, we review a book from The Leadership Collection™ selected to both engage and challenge leaders as they seek to make a difference in their organizations.
Our pick this month is Results That Last by Quint Studer. This easy-to-read book describes several standard leadership practices that can hardwire excellence into organizations.
"Rounding for outcomes", is the process of spending time with employees, customers and other key stakeholders to learn what requires leadership attention, and to provide recognition for doing great work. Every leader can and must build time into his or her schedule to round throughout the organization. Studer takes what others have referred to as "managing by walking around" a step further by describing how to more effectively prepare for these rounding discussions.
"Up or out", or dealing with low performers, is about tailoring our conversations based on the employee's level of performance. With high-performing employees, our goal is to recruit and retain, and to ensure we are doing what is necessary to keep these employees engaged. With middle performers, our goal is to provide coaching and support so that these employees continue to contribute. With low performers, our goal is to be clear about what needs to change for these employees to keep their jobs.
To purchase this book, simply click on its picture above.
Next month, we will review: Unique Ability: Creating the Life You Want by Catherine Nomura and Julia Waller (based on a concept by Dan Sullivan).
For our current reading list, please click here. |
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Applications are now being accepted for The Institute for Leadership Fitness™, a 12-month program for leaders seeking the clarity, confidence, effectiveness and vitality necessary for achieving their highest levels of professional effectiveness and leadership fitness™. The Institute is based on our
model of leadership fitness™ and is offered through our Associate Network.
Participants in the Institute will attend four skill-building workshops during the year-long program. In addition to these four facilitated learning sessions, one every 90 days, each participant is assigned an executive coach with whom he or she will work throughout the year to create and execute a customized development plan incorporating each of the four dynamic qualities of leadership fitness™: clarity, confidence, effectiveness and vitality. Participants also will receive an individualized 360° Leadership Assessment, and profiles of their conflict management styles and communication preferences.
At the end of the year-long program, participants can expect to be more effective at:
- Setting a clear direction and influencing others to follow their lead
- Retaining star talent and building a pipeline of future leaders
- Taking more risks by taming self doubt
- Balancing periods of high productivity and stress with periods of rest and recovery
- Choosing foods, exercises and other healthy habits to maintain peak performance
- Transforming leadership style to best support the present and future needs of their organization
Ideal Institute for Leadership Fitness™ participants are:
- High Potentials: individuals identified as emerging leaders
- Senior Leaders: general managers, directors, vice presidents and other senior executives
- Leadership Teams: intact teams that prefer a more customized program on their site
For more information, consult these links:
Program Features
Program Summary
Upcoming Dates and Fees
Associate Network
Terms and Conditions
Enrollment Form
We look forward to seeing you in one of our upcoming programs. Feel free to call us on 866-960-LEAD to discuss how the Institute can support your leadership development objectives.
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