Talent Journey

In today’s organizations, much Human Resource focus goes toward making the right hiring choices and building teams to ensure success. We agree this is mission critical! We also assert that a rigorous succession management system marks the distinction between very good and legacy great companies. In fact, Jim Collins (“Good to Great”) found that the best leaders (Level 5) cared more about the legacy they left behind then the name they created in the present!

Why is succession management so important? It is part of the strategy organizations use to create sustainable leadership through the natural course of departures, terminations, and retirements from your organization. Just as a personal will protects your family’s future, succession management provides clear guidance and continuity for your organization’s future. This ensures that the mission, values, momentum and success you have built thrives in the future.

History provides both good and bad succession management examples. For example, most people remember the ancient story of Moses in the Bible. Moses was a legacy leader. He spent years developing Joshua as his successor. When Joshua stepped into leadership, the transition was nearly seamless and the Israelites prospered immediately. Unfortunately, Joshua did not recreate this seamless transition. Joshua failed to develop a successor and Israel struggled for over 300 years after that without an effective leader.

What was true in the ancient days still holds true today. State Farm Insurance is known for their rigorous succession management system. Their website features numerous leadership, diversity, and community awards: http://www.statefarm.com/about/careers/awards_recog.asp. Many of the awards call out State Farm’s renowned succession management and development process. On the other hand, we can all think of a plethora of poor succession processes. One recently poor transition occurred at Bank of American when the former CEO Kenneth Lewis announced that he planned to retire within 3 months, surprising the board. Responsible board and leadership teams prepare years in advance for leadership transition.

Clearly, succession management is MISSION CRITICAL. So, why do so many organizations either fail to implement or under-engage in managing succession? The first obstacle is leadership focus. Most of us keep plenty busy managing today’s urgent issues and have difficulty getting around to succession management. The second reason fuels the first. Many leadership teams perceive that the succession management process is cumbersome and time-consuming. In reality, however, Succession Management is simple to implement. We want to show you how!

The process can be explained in just 4 steps:

1. Identify the key leadership/technical roles within the organization. These key roles are those the company cannot afford to leave vacant or under-employed. Any role mission critical to the future strategy should be included.
2. Identify the top talent in the organization. These can include high potentials (superstar performers), and experts (technical, scarce talent, or those with historical knowledge).
3. Assess your talent for competency. This step would include review of past performance and work history, evaluation of advancement potential, and an objective assessment of leadership competency. We also recommend evaluating the intensity of a potential successor’s desire to lead and the depth of their commitment to the vision and values of the organization.
4. Create and implement development plans for key talent. Some development activities might include training, special stretch assignments, participation in Executive Staff meetings, rotational assignments, and coaching.

With proactive succession management, organizations minimize risk and disruptions in the business. Succession management also makes transitions reasonably seamless and optimizes the opportunity for growth and legacy within the organization. Overall, planning for succession creates positive momentum in all parts of the business for decades into the future and leaves a legacy that endures.

Author: Diane Brown at TJ Associates LLC (Talent Journey). Copyright protected, all rights reserved worldwide.

Many NFL sports fans (especially those in San Diego) predicted that the Chargers would play in the Superbowl this month. They were, by all accounts, an extremely talented group, arguably among the most proficient in the NFL. Yet, their season ended prematurely in heart-wrenching defeat. Why?

LaDainian Tomlinson may have provided rich insight into one possible answer. He said that he didn’t feel “connected, as far as the team, the unity, the togetherness, family” this past season, and said many players were more about “me” than “faith, family, football.” Whether Tomlinson is expressing sour grapes or reality, his comments hit upon a potent point: talent ALONE is not enough to win the big game.

What is true in sport is also true in business. Although technical expertise, knowledge, and experience are critically important to organizational success, those things alone cannot sustain market share and customer loyalty. In today’s global and competitive economy, the “players” of an organization must be aligned around a core mission, set of values, and principles of behavior. This alignment is what Tomlinson was referring to in his comments about connectedness. Alignment, along with technical competency, composes the complete ingredients for success.

Each organization shapes its own alignment factors. In today’s workplace, prudent leaders carefully scrutinize a candidate’s ability to “fit” these unique alignment factors. Employers are at an advantage right now since many very skilled people are seeking employment. It is a prime time to ensure you make right selection decisions regarding both technical competency and the soft-skills alignment factors.
Increasingly organizations are turning to assessment tools to help predict performance success. Such tools provide organizations with objective and comprehensive information about hidden soft skill potential as it relates to job requirements.

Some of the information these assessments can provide include:
• Communication and problem solving style
• Reactions to conflict and stress
• Ability to manage problems and emotions
• Ability to influence
• Intensity of accountability and results orientation
• Motivational style, including preference for recognition and rewards
• Strengths in interpersonal, operational and strategic thinking

Studies indicate that a comprehensive and validated assessment tool increases your organization’s ability to predict “fit.” In fact, when a comprehensive assessment (including personality, motivation and competency) was compared to an unstructured interview alone: the assessment predicted performance 25 times better! (Scott Lighthouse in Industry and Organizational Psychology 1, 2008, pages 333-342.)

Utilization of assessments in the hiring process is without a doubt a prudent strategic decision. The important question becomes, “which one do you choose?” Before you can determine which assessment tool will meet your organizational needs, it is important to clearly define your objectives and implementation strategy. We have put together a few critical questions to consider when selecting an assessment tool:

1. What is the purpose of the assessment process? If you are using an assessment to improve performance predictability in hiring, make sure the instrument has been validated for selection.
2. What are you attempting to measure? If you are hiring for a lower level position, matching the right personality and motivational driver to the job might be sufficient. However, if you are selecting a technical expert and/or leader, you will also want to assess the candidate’s abilities against the soft-skill competencies required for that job. Compare the attributes being measured by the assessment against those required for the job and your critical alignment factors (mission, values, and principles of behavior).
3. What ongoing support will you receive? You want to look for vendors that will provide active ongoing support and will not simply administer the assessment and deliver the results. Although these both hold value, a trained professional in the assessment brings it all together and provides insight that comes from experience. So, once you have identified the best assessment tool, also choose a reliable and personable business partner.
4. How is the system priced? It is important to clearly understand the fee schedule as it relates to the manner in which you plan to use the test. Ask vendors to outline up-front fees for system design and configuration, as well as ongoing usage fees. Remember, the assessment tool is an investment that enables you to choose the absolute best candidate for your job, team and organization. It is similar to investing in maintenance of machinery or website optimization. Investments return increased productivity and profitability.

We see incredible opportunity for organizations to build teams and increase success this year. As the applicant pool is deep and rich, take time to search for candidates with strong organizational “fit”. Don’t settle for candidates based solely upon technical talent. Pursue those that also are emotionally intelligent, work collaboratively, and contribute innovative and creative ideas. Your organization deserves workers that are aligned and committed to your mission and culture. Utilizing a comprehensive assessment within your hiring process enhances your ability to make an objective and informed decision about candidate “fit” within your unique organization.

Author: Diane Brown at TJ Associates LLC (Talent Journey). Copyright protected, all rights reserved worldwide.

Regardless of the size, industry, or product-mix of an organization, there are three equally important thinking perspectives to be mastered for an organization to reach its greatest potential for success. The three perspectives balanced within an organization will yield results that unbalanced companies could never attain.

The Three Thinking Dimensions are:

Strategic Integration Defining and communicating company visions, mission, values & strategy and integrating/aligning those across the organization

Operational Excellence Executing strategy by creating efficient infrastructures and implementing strategy through people

Relationship Ability Enable and Equip high performance and organizational success

A simple internet search will yield thousands of results for books, seminars, and the like – all going into depth on each one of these thinking dimensions. Business gurus tend to specialize in one these areas, although the one they focus on varies. It is clear, however, that ALL THREE thinking perspectives are essential for full organizational success. Talent Journey offers leaders insight into how to leverage and develop these critical thinking perspectives within a team or organization. We have found that most organizations (and almost all leaders) demonstrate strength in one or two of these dimensions and weakness in the third. A simple, clear definition of what each thinking dimension entails* will help to identify which are currently strengths in your organization:

1. Strategic Integration focuses on future possibilities and integration of the whole organizational structure. Leaders that are strong in strategic thinking are quick to evaluate market trends, technology changes, demographic shifts, etc. in terms of their future impact on the organization. They take a “helicopter approach” and see the big picture, including how the operational parts of the business fit together.

2. Operational Excellence focuses on the practical elements of the business. Leaders strong in operational thinking adeptly assess people and processes; they maximize resources for efficiency and results. Such leaders take a sky-scraper view of the organization, focusing on the day to day execution of strategy and goals.

3. Relationship Ability focuses on selecting, motivating, developing, and retaining high performance at individual, team, and organizational levels. Leaders that are strong in this thinking dimension earn people’s respect and followership. They take a tribal view of the organization. Understanding individual, team, and organizational needs, they motivate, encourage, equip and develop people and teams to contribute their best toward the organization’s strategy and mission.

A foundational knowledge of these three thinking perspectives provides the platform for practical application. Some good questions to ask in assessing your organization include:

1. Where are you strong/weak as a leader?
2. How can you utilize the strengths of teammates to compliment your strengths?
3. Where is your team strong/weak?
4. How can you leverage certain members of the team or bring in additional talent to supplement this weakness?
5. Where is your organization strong/weak?
6. How can the organization’s weakness be strengthened (e.g., leverage/develop those that demonstrate strength in your weak area or hire it in from outside)?

The first step is recognizing that although your organization may be experiencing success today – you could move to the next level of success by bolstering your weak area. Effective leaders are always searching for ways to improve their organization, internally and externally. The combination of these three perspectives provides that opportunity. Insights into which of these three perspectives are already mastered, and which may need more attention can easily be identified by doing the above self-assessment (or Talent Journey can conduct the assessment for you). The goal is to honestly answer the questions posed above and seek resolutions. In this new year, with ideals of economic revival, moving forward with a balanced thinking perspective will grow your opportunities for maximum success throughout the year.

Here are some competencies/talents that demonstrate strength for each thinking perspective:

Strategic/Systems Ability
• Strategic Planning
• Customer Acumen
• Product/Service Portfolio Decision-making
• Conceptual and Integrative Thinking
• Managing Change
• Establishing Organizational Culture
• Continuous Learning

Operational Excellence
• Accountability for Results
• Goal and Performance Performance Management
• Infrastructure Development
• Problem Solving
• Continuous Improvement
• Resilience
• Metrics and Reporting

Relational Intelligence
• Authenticity
• Building Trust
• Communication Skills
• Interpersonal Ability
• Influence
• Leading Others
• Developing Others
• Team Building
• Conflict Management

An absolutely essential trait of a good leader is the Art of Persuasion. Persuasion is defined as “the ability to influence others to believe and engage in a common goal or idea.” Some may think that persuasion involves the use of master tactical skills or manipulation of others for personal gain. Persuasion is actually the opposite of manipulation. It flows naturally when three noble concepts converge:

1) Setting a clear outcome,
2) Creating concrete detail, and
3) Operating within an environment of trust.

It’s worth a brief examination of these components because the lack of one or more may be diluting your ability to persuade those you are currently leading.

The first component of the art of persuasion is setting and communicating a clear understanding of your destination. Determining exactly what you are trying to accomplish and what the end result will be is critical in painting an accurate and consistent future picture. Communicating that clear picture within your team will provide both direction and a common purpose. Think back to a discussion you had with people of differing opinions. Was the end goal of the discussion communicated? You will achieve a far greater success rate if each person starts with the desired outcome in mind. When leaders provide an understanding of what they really care about and want to see achieved, it is far easier to persuade like-minded individuals and attain a successful result. Knowing the desired result also reduces distractions or the tendency of some to hold on to irrelevant points.

The second component in persuading others is to provide concrete details. Include enough detail to make your goal or idea both appealing and tangible to the audience. The art of this component comes from knowing your audience and what is important to them. Imagine that you are trying to persuade a friend to attend the new movie “Blind Side.” Which argument would be more effective?

•The new movie has reaped over $125 million at the Nation’s box-office in the first two weeks of release? Or,
•This new movie is about a topic you deeply care about (at-risk youth). It tells a story about a family that adopts the homeless teen, Michael Oher, who is now a rookie tackle for the Baltimore Ravens. Astonishingly, the story has risen to number 1 on the charts over the last few weeks.

Although both examples use concrete facts, the second example is more compelling to an audience that cares about the future of at-risk youth and also wants to enjoy a well-crafted film. Someone who typically enjoys this kind of film will be persuaded by those facts much more easily than by revenue statistics. Alternatively, if you were trying to convince the heads of a large movie studio to see the movie, the first fact would be more compelling given their goal to make similar movies that earn comparable revenue. In generating concrete details, seek to consider the needs, motivations, and objectives of your audience.

The third component in persuading others is operating within an environment of trust. It is critical to build strong relationships with those you want to influence. We cannot overemphasize that relationships are foundational to a leader’s ability to engage and influence others. The key ingredients of respect, rapport, honesty, and credibility will also reap the benefits of open communication, good listening, reciprocal care, and win/win approaches. If a relationship does not yet exist, much greater effort is needed to successfully persuade others. Also, take care when persuading within relationships that have experienced hardship. Past hurts or offenses can easily lead to poor communication and self-protection. When tensions are not resolved, trust is diminished and the opportunity to successfully persuade is often unachievable.

Art is truly in the eye of the beholder. A leader’s art of persuasion will be determined by each person in the audience. As the leader develops these three core competencies, new doors of opportunity will emerge. Yes, it requires time and effort to master the art of persuasion, but without a doubt, followers will readily embrace and support a persuasive leader.

2009 Worldwide Copyright TJ Associates, LLC Diane Brown. Do not use without permission.

As all organizations continue to seek ways to optimize talent and ensure success in the future, leaders are turning to tools and processes that help identify and develop potential leaders quickly and cost effectively. One area of focus for many organizations today centers on the selection and quick-start assimilation of leaders into new roles within an organization. Whether the leader is an internal or external candidate, getting the right person up and performing quickly in the new job helps ensure the individual, team and organization’s success. The activation of this intentional process is called Accelerated On-Boarding.

Why is accelerated leadership on-boarding important?

Effective on-boarding is important in getting leaders acclimated to all aspects of the job and culture as quickly as possible. Although eager and very capable, research shows that more than 75% of the time, it takes at least three months for new leaders to become “productive” contributors to an organization. A more likely scenario is that new leaders need six months to be truly effective and instrumental in their role. Astonishingly, this research also indicates that at least 1/3 of top leaders do not meet company expectations even within the first 2 years on the job. With well designed accelerated on-boarding, companies create an environment where productivity comes about more quickly. This is even more important when considering the impact leaders have on those around them, including direct reports and peers.

What does accelerated on-boarding look like?

Firstly, the organization must specify the role and competencies needed for the leadership position. These core competencies will align with the vision and mission of the organization. Secondly, the leadership candidate must FIT the job requirements specified. This fit includes the right match of both hard and soft skills. It is common for hiring panels to hire on technical skills and then later release ineffective leaders due to interpersonal gaps and issues. See our website at www.thetalentjourney.com for additional insight in to common hiring mistakes and ways to avoid typical hiring pitfalls. Lastly, proper assimilation of leaders requires providing tools and resources to ensure success. Assimilation includes, but is not limited to an effective company orientation, formal/informal mentoring, executive coaching, and other informative resources.

The power of accelerated on-boarding cannot be overstated.

Every organizational culture is unique. The people, the nuances and even the challenges are all important components of the culture. Cultures are never easy to master. If you can remember what it was like when you first integrated into your spouse’s family system, it will remind you of how unsettling it can be to move into a new culture. In a familiar situation (our own family system, for example), things seem easy to navigate. Insiders understand the unconscious systems, ways of being, and acceptable patterns of interaction. People new to the culture do not have this subtle knowledge without intentional information sharing from those that do. Again, even if the leader is transitioning from within to a new leadership position, there are often many distinct subcultures that operate within a company. Learning to navigate those systems is absolutely critical to successful on-boarding efforts.

What are some best practices for accelerated on-boarding?

The institute of Executive Development in conjunction with Alexcel Group just released a comprehensive study regarding some best practices for accelerated on-boarding. The research indicated that executive coaching, customized and proactive internally developed assimilation programs and mentoring or “buddy” networks are the most effective methods to accelerate productivity and success. These processes involve time and effort by those invested in the new leader’s success. This early investment pays dividends in rapid productivity, reduced turn-over, enhanced team morale and overall organizational success.

Bringing it to Life (A Testimonial)

A leader friend of mine just transitioned from a start up organization into a large manufacturing organization. As you can imagine, she left a rapid-paced, feet to the fire, everyone does everything type work environment and transitioned into a slower paced, more regulated, and role defined organization. The change in dynamics was not a surprise and by virtue of size, was expected. What did come as a surprise to her was the degree of cautious decision-making in the new organization. Within the first six months, she learned that chain of command was a powerful force. When a leader above made a decision, those below implemented, often without much discussion or information. Mavericks were heavily frowned upon. After about eight months, she learned the rules of navigation with the system, got alliance and support, and successfully learned to manage up. She said, “there are so many subtle patterns that I misread early in my transition. Had I understood this sooner, I could have generated significantly more positive contribution within my team. I’m just thankful that my peers were patient and forgiving while I learned the system.” Not everyone is as fortunate or street wise as this leader. Good on-boarding assimilation programs help mitigate against frustration and productivity loss. It is best to be intentional about accelerated on-boarding so that your new leaders are poised for rapid success.

Worldwide Copyright TJ Associates, LLC Diane Brown

Twenty-first century shifts in globalization, technology, and customer expectations require new leadership skills and abilities. While many of these shifts have gotten recognition over the past decade, we have listed some important ones below.

20th Century Environment
Domestic focus
Hierarchical organizational structures
Clearly defined operating procedures
Well developed, monitored and approved communication
Employee base of similar skills and knowledge
Long-term employment loyalty

21st Century Environment
Global focus
Virtual and network organizational structures
Fluid and customized processes
Instant and 24/7 information flow
Employee base of specialized knowledge
Short-term employment contract

Everyone agrees that these external changes are emerging at a very rapid pace. This requires 21st century leaders to adopt new leadership skills that support and guide employees through what often feels like unknown territory. Exhibiting leadership that engages employee’s minds, hearts, and hands in the midst of unprecedented change will prove to be a deciding factor between success and failure. In this article, we highlight some of the important skills today’s leaders will need in maximizing corporate success. The skills listed are adapted from a list composed by Larry Spears and the Greenleaf Center in Indiana.

1. Listening. In the old environment, leaders were valued for making quick and decisive decisions. In the new environment, decision making is pushed down as far as possible into the organization. 21st century leaders are tasked with understanding the style and readiness of their people, to help equip them in making good decisions for the organization.

2. Empathy. In the old environment, people were dispensable. Tasks and results took center stage. In the new environment, information gets dispersed quickly and must be absorbed by the people nearest to the work. Networks and information flow are critical. 21st century leaders build relationships with their people and empower them to contribute their best.

3. Wholeness. In the old environment, work and the rest of life were compartmentalized. As long as the employee put their hands to work and got widgets out the door, all was well. In the new environment, people bring their minds to work. We rely on energy, creativity and innovation for success. This requires a “whole person” developmental approach where mind, body, and spirit all play a role in corporate success.

4. Awareness. In the old environment, work was standardized. People only needed to focus on the widgets and project in front of them. In the new environment, people need to be self-aware and environmentally aware. Self-awareness is critical to development of emotional intelligence and working well with others. Environmental awareness refers to the ability to take a proactive stance by identifying relevant factors to be incorporated into the company’s future.

5. Persuasion. In the old environment, leaders relied upon authority and position to make things happen. In the new environment decision-making and expertise is distributed. Thus, the ability to influence others becomes critical. Strong 21st leaders are able to build consensus across groups and advance the mission of the organization.

6. Conceptualization. In the old environment, short term goals and day-to-day focus was sufficient. In the 21st century, a solely short-term focus will inevitably make the organization obsolete. 21st century leaders need to proactively evaluate the future and create “now” opportunities that leverage future reality.

7. Foresight. In the old environment, efficiency was king. In the new environment, foresight will rule. Foresight refers to the ability to look at the past, present and future in anticipating long-term outcomes. This trait is less logical than it is intuitive. It is based upon experience and strong internal intuition.

8. Stewardship. In the old environment, organizations were divided into departments and sub-groups. In the new environment, all departments must work in concert. The overall vision, mission, and strategy of the organization must guide all parts of the organization. Successful 21st century leaders will set aside ego and selfish ambition in pursuit of customer excellence and organizational performance.

9. Commitment to the growth of people. In the old environment, workers only needed to bring a set of hands to work. Independent thinking was “processed out” of production and operations. In the new environment, the opposite is true. Almost all 21st century positions rely upon the judgment and intellect of people. 21st century leaders will develop personal and professional abilities and skills within their people.

10. Building community. In the old environment, the breadth of community was limited to a small local community. In the 21st century, consumers are much more aware of environmental impacts, social causes, diversity issues, etc. 21st century leaders will gage a sharper eye to the impact of organizational decisions on the global and local community.

Change is one of our greatest certainties as we move into the 21st century. The days of “do as we have always done” are gone. The leadership skills described above will enable leaders to align with the 21st century workplace environment. The overall theme – care about your assets, your people. 21st century leadership is characterized by development of relationships and skills across the entire organization.

Contact Talent Journey to discuss ways to build 21st Century leadership skills in your organization.
Worldwide Copyright TJ Associates, LLC Diane Brown

WorkLife balance is a hot topic among many workers today. It is just as it sounds – a balance between work and life. The individualization of this balance drives the need for looking further in to what this means for employees within your organization. In some cases, the WorkLife balance signifies maintaining a fulfilling life in and outside of work. In other individuals, it indicates the real necessity of balancing work with home responsibilities. For others, this topic conjures up negative feelings and implies a lack of commitment to one side of the equation or the other; for example, a boss may see WorkLife balance as too little commitment to work and a family member might sense too little commitment to home. If one of these descriptions resonates best with you, it probably provides a clue into your current attitude about WorkLife. In this article we assist you in looking more broadly at the different dynamics of WorkLife balance

Balance vs. Effectiveness

In the context of work and life, the word “balance” is somewhat esoteric. As a metaphorical image, we might picture a balanced two-sided scale with 12 hours of work balanced by 12 hours of “the rest of life.”

But, in reality we all know this is unrealistic. Thus, at Talent Journey, we prefer to help organizations and people work towards WorkLife effectiveness.

• WorkLife is the decision making process that each person goes through in managing their personal priorities.
• Effectiveness results when energy spent on work priorities and energy spent on other domains of life arrive at a comfortable and satisfying resting place of equilibrium that reflect the individual’s preferences while also meeting business needs.

Reflects values

Personal values are a critical component in determining WorkLife effectiveness. Overwhelmingly, research shows that generations actually share common values that influence WorkLife effectiveness choices.

Some simple examples include the similarity found among workers born during and pre-WWI. In this group, values tend to include work, sacrifice, duty, conformity, perfectionism, personal achievement and team orientation. On the contrary, in looking at the post-WWII generation, they tend to value globalization, technology, fun, self-reliance, diversity and social causes. Like many comparisons, the varying sets of values are different (one not more right or noble than the other).

Given the diversity of values, it is evident that organizations aligning themselves for success have some work cut out for them. It will be critical for our nation’s multigenerational workforce to navigate and explore the conflicting values amongst their staff. To optimize success, the generations must begin to understand each other and embrace this diversity.

Reflects circumstantial needs

In addition to values, life circumstances also play a substantial role in determining WorkLife effectiveness. Here are some examples.

• Bargaining power – Strongly competent workers and those with specialized skills have more choice regarding where and how they work.
• Demographics – Families with more disposable income can afford options, making WorkLife effectiveness more achievable.
• Caregivers– People caring for children, elders, or sick/aging relatives have fewer choices regarding how to spend “free time.”
• Corporate culture – some companies support flexibility and others are more rigid.
• Type of job – a sales rep has more flexibility than a production worker in terms of how, when, and where work is done.

As you can see, values and needs individualize this concept of WorkLife effectiveness. Every person has different values or needs that make them unique. In an organization poised to retain and acquire top talent, recognizing this will be a first step. Let’s face it, as our economy improves, opportunities will present themselves and employees will once again find themselves in a position to navigate choice. It is going to be important for leaders to enable employees to work towards their place of WorkLife effectiveness. Employers will need to gain greater sensitivity to differing values and needs. Flexibility in how and where work is accomplished might make the difference between attracting or losing top talent.

At Talent Journey, we are proponents of finding win/win solutions for both workers and the corporate business. The awareness and willingness to help employees create balance opportunities will benefit both parties. Efforts such as flexible schedules, part-time work, and telecommuting can be just the thing your business needs to both generate better productivity AND satisfy WorkLife effectiveness needs. It is evident this ideal has been obtained when both business needs and employee preferences are met simultaneously.

One additional fact to note: WorkLife effectiveness is dynamic. Naturally, as people progress through their careers, values and circumstantial needs shift. All good employers want to find ways to attract and retain top talent for the entirety of the journey, through all stages of the worker’s life cycle.

Worldwide Copyright TJ Associates, LLC Diane Brown

As organizations seek new ways to increase success, it might surprise some that employee disengagement costs businesses in the US more than $300 billion each year. Although the figure might be a bit shocking at first, after further consideration it makes perfect sense. The cost of unfocused, unmotivated and unhappy employees takes a ridiculous toll on business. In assessing your own staff, you hope that the majority of your workforce fall outside of that camp. In reality, that is likely not the case. Gallup Management Journal found that more than 2/3 of the workforce is not fully engaged in their work .

The effects of unengaged workers can devastate an organization over time. The interesting study captured in “Creativity on the Job,” provides one glaring example of the negative effects. Some of the other devastating downfalls of disengagement include:

• Marginalized Performance
• Conflict and Resentment within the Team
• Lack of Productivity
• Loss of Customer Satisfaction and Retention
• Decreased Employee Satisfaction and Retention
• Decrease in Profitability

Let’s drive this news home. One study compared highly engaged business units to un-engaged units and found that the engaged groups rated 86% higher in customer satisfaction, had a 78% higher safety record, maintained a 70% lower turnover rate, delivered a 70% higher productivity rate and scored 44% more in profitability (Source: Follow This Path, C. Coffman and G. Gonzalez-Molina, 2002). The good news for leaders is that untapped potential of disengaged employees can be turned around. In the rest of this article, we will highlight key strategies to increase the engagement of your staff and the success of your organization.

KEY ENGAGMENT STRATEGIES:

• Hire Right – The most important decision leaders make is bringing the right talent through the doors of the organization. The right talent means finding a fit between what the job, team, and organization needs and what the employee brings to the table. Too often, leaders hire people they “like” in the interview. The “like” factor creates a personality fit, but commonly misses several other important success factors. We recommend utilizing a comprehensive performance assessment to help objectify the hiring process. An assessment that measures personality, motivation and competency provides the highest level of superior job performance predictability.

• Honor Whole Person – Employees don’t want to be used simply as a vehicle for corporate success. Engaging leaders truly care about workers as unique people. Employees engage when you demonstrate that you authentically care about and are interested in them, their family and their career.

• Honor Competency – In the 21st century, almost all jobs require some level of individual creativity, leadership and decision-making autonomy. An engaging leader understands that employees often have better answers to their own work issues than the boss does. As a leader, honor the competency of your employees by slowing down and asking them to share their opinions and ideas. Teach and coach them to think and create solutions themselves.

• Establish a Partnership Environment – Employees typically want to experience the success of achieving a cause bigger than themselves. However, most organizations miss opportunities to include employees in achieving the vision, mission, and values of the company. Employee meetings are good vehicles for sharing information, but not sufficient. Information and dialogue must flow freely through all levels of leadership to the most entry-level employee. We also recommend transparency of an organizations financial status when possible. Engaging leaders treat employees as partners in the business.

• Encourage Healthy Dialogue – One of the most difficult skills to master in any relationship is healthy dialogue. The majority of people tend to shy away from disagreements and conflict. Engaging leaders master the art of facilitating respectful and open dialogue that honors and encourages differing views. This type of environment not only fosters engagement, it also produces healthier business decisions and increased profitability.

• Resource Properly – Once employees are motivated to perform, it becomes critical that engaging leaders provide all the resources employees need to be successful. These resources include; systems infrastructure (such as IT), financial funding, tools/equipment, information, and skills/abilities. An engaging leader makes it a priority to help employees obtain the resources they need to get the job done.

• Ensure Accountability – When performance or interpersonal issues are not addressed, the team’s morale suffers. The impact of just one un-engaged employee can be devastating to the overall engagement of a department or team. High performance teams within organizations operate just like a winning sports team. Those that win are working together as a cohesive and engaged team. Losing teams may have a few individual stars, but no one performs at their best – not even the stars. Great leaders deal with performance issues to ensure the entire team is functioning at its full potential.

In implementing new strategies as leaders, you might encounter some initial resistance. We encourage you to persist. It takes time for employees to understand, embrace, and adapt to change. Engaging leaders continually seek business improvements and ways to maximize the potential of those they lead. Just think – your “star” employee may be the next leader. Additionally, your least engaged employee, once fostered, may end up being your next “star”. Engaging leaders see the untapped potential in their employees and deploy strategies to bring out the best in every person/team.

In seeking ways to further an organizations success and maximize its assets, starting with a realistic picture of what exists is critical. A very successful tool that is underused is the 360-degree survey, which we explore and highlight in this article.

The 360-degree survey is a request for feedback about performance from managers, direct reports and peers of the individuals being evaluated. Since the feedback comes from sources above, below and at the peer level, it is commonly referred to as a 360. This tool is designed to give individuals rich and broad feedback about specific strengths and weaknesses in their performance.

This is a simple tool to implement for immediate results. The growth of computerized systems make this administration tool very inexpensive and efficient. More importantly, 360-degree surveys help address some of the performance management time constraint issues that emerged with the down-sizing of organizations. The tool provides a vehicle for identifying and addressing performance strengths and gaps, leading to better performance achievement and development discussions. Finally, the 360-degree survey has become more prominent as leaders realize new levels of collaboration and alliance are required both internally and externally to the company. This tool captures the strength (or weakness) of those skills and reinforces the necessity of them.

Designed properly, 360’s identify and measure the 7 – 10 most important competencies (see Talent Journey’s June newsletter for definition of competencies) needed for business success. The unique strategy and culture of an organization are cornerstones to identifying the most relevant competencies. For this reason, “off the shelf” 360-degree surveys rarely fit the specific needs of an organization. It is to the benefit of the organization to customize the 360-degree survey to reflect its unique business success factors.

There are many advantages to utilizing a 360-degree survey. They include:

More Accurate Feedback. Multi-rater surveys are more balanced and accurate. Without this type of instrument, it is at the discretion of the supervisor or manager to evaluate an employee’s contributions to the organization. This can lead to either over or understated assessments of performance. Multi-rater input provides assurance that no single individual’s perception “speaks alone”. It is beneficial for both managers and employees to get this performance feedback from a variety of people with whom the employee interacts in order to convey an accurate assessment of the individual.

Varied Perspectives. Multi-raters ensure the overall feedback is more comprehensive. Perceptions of behaviors often times differ across personality styles and work groups. The same behavior exhibited in one scenario can be perceived in a positive light and be deemed less attractive in another scenario. Often, these differences reflect the personality style of the person giving feedback or the departmental culture. For example, a manager may view the competency of “customer focus” differently than a colleague or customer would. The perception depends on the expectations, personality style, and type of exposure each rater has with the individual being rated. The opportunity to receive performance feedback from a variety of participants provides a more well-rounded view of the individual’s competency.

Approach Eases Anxiety and Engages Participation. A carefully designed and communicated 360-degree survey provides anonymity and a collegial feel for participants. When designed well, much of the typically anxiety associated with evaluations can be partially diminished. The individuals being evaluated, as well as those providing feedback, are positioned to be treated fairly and objectively. This results in a safe learning environment where all parties have the opportunity to grow and develop without punitive repercussions.

Opens Up Dialogue. The 360-degree survey tool provides companies with a launching pad to continue, or begin honest and caring discussions. Open dialogue emerges when feedback is treated as a learning opportunity and conversations are bathed in care, sensitivity, and truth. Though most employees can be somewhat nervous about their 360-degree results, they are also curious and interested. The majority of employees want to grow and develop and will respond well to feedback delivered in a positive environment. The dialogue can be even more successful and objective when the results are not tied to performance reviews and merit, but instead are leveraged as a pure learning and development tool.

Appropriate performance and career development. The 360-degree survey adds perspective in assessing an individual’s competency and career advancement potential. We have all seen examples where employees were promoted and precious dollars were spent training an individual for a job they were not well suited. The 360-degree survey can help corporations better position their employees for success. Taking it one more step, the 360-degree survey can be used to help place stellar employee in increasing responsible positions to advance the company’s success. Development plans written in response to the 360-degree survey results motivate employees to grow, develop and stay dedicated to the firm.

Assesses Strengths and Gaps in Teams. In addition to evaluating individuals utilizing a 360-degree survey, the results can also be tabulated to evaluate the strengths and gaps of a team or department. This analysis provides information to help assign projects and goals consistent with strength areas within the teams. The information can also be used to develop a group training plan. In both cases, resources (whether people or training budget dollars) are utilized more intentionally and effectively when objective multi-rater performance data is collected.

Communicating Business Expectations. One “by-product” of instituting a 360-degree survey is that all participants clearly understand the company’s core competency expectations. A 360-degree survey powerfully communicates these expectations to all participants. As Demming states, “we improve what we measure.” Backing up a step, the actual process of defining and narrowing the core competencies generates consensus and alignment among the leadership team. The power of this discussion should not be underestimated. Through the 360-degree survey design and implementation process, everyone in the organization becomes acutely alert to the key performance drivers within the organization.

Although the main advantages are explored in more detail in this article, the trickle-down effects can also be beneficial. It is advantageous for corporations to use information gleaned from the 360-degree process to update job descriptions, improve internal relations, and bring teams back to the mission and goals of the organization. Implementation of this type of survey is for everyone. It clarifies strategy, improves performance and grows the competency of your people.

Worldwide Copyright TJ Associates, LLC Diane Brown

Leadership Competencies in Talent Management

It is predicted that more companies will go out of business over the next decade than in any other period to date. This is only partially due to the economic recession the world is facing. Other factors such as globalization, innovation, and technological advancements will also play a significant role in the re-composition of the marketplace.

There is no shortage of advice for leaders when it comes to what one should do to survive in these tough times. The tactics include strategic ideas, marketing approaches, leadership philosophies and execution methodologies, to name a few. Most often those tactics, when approached in isolation are futile. We suggest there is no silver bullet, but instead sustainable organizations must balance and excel in three key business dimensions.

1. Strategic/Systems Capability: Purpose orientation
2. Operational Excellence: Process orientation
3. Emotional Intelligence: People Orientation

Excelling in these arenas requires organizations to build strong competence within the company-wide leadership team. To achieve this, progressive organizations are implementing competency-based leadership structures. They create a HR Talent Management system (TMS) that guides them in hiring, evaluating, developing, and rewarding the critical behaviors that will drive high performance in their unique organization.

What are competencies? According to Wikipedia, they are the standardized requirements for an individual to properly perform a specific job. When integrated into a HR Talent Management system, they encompass a combination of knowledge, skills and behavior that differentiate superior from average performers.

Here are some examples of common leadership competencies categorized by business dimension:

Strategic/Systems Ability
* Strategic Planning
* Networking and Partnering
* Conceptual Thinking
* Innovation/Creativity
* Managing Change
* Planning and Organizing
* Decision Making
* Continuous Learning
* Customer Focus

Operational Excellence
* Initiative
* Personal Accountability
* Informing
* Goal Management
* Performance Management
* Results Orientation
* Problem Solving
* Resiliency
* Continuous Improvement

Relational Intelligence
* Self Management
* Communication Skills
* Interpersonal Ability
* Influence
* Accountability for Others
* Leading Others
* Developing Others
* Team Building
* Conflict Management

*Talent Journey’s assessment tools can be used to evaluate leadership competency in hiring, performance feedback, development and succession planning. Go to www.thetalentjourney.com

Determining and evaluating staff against a strategic view of competencies yields the competitive advantage to survive and thrive in the 21st century.

Making The Shift

So, how would you develop a competency model? In exploring several different sources of research around framing leadership competencies for organizations, a commonality is found. Although the nomenclature may differ from organization to organization, most leadership competency structures narrow down to a nearly universal set of core competencies (see our list of competencies above). These universal competencies can be customized to the unique strategy, mission, and culture of your specific organization.

Here are some easy first steps when considering a shift to a competency based leadership TMS within your organization:

1. Make a list of the most important leadership competencies for your organization.
2. Survey the executive staff. Ask the executive staff to identify which 9-12 competencies are most essential to driving strategic success.
3. Identify the current level of proficiency by inviting the executive staff to rate the leadership team’s proficiency in each competency.
4. Determine gaps and plan for improvement.

This simple methodology provides the architectural framework needed to develop competency based behavioral interview questions, a performance appraisal structure, and training & recognition systems. It links all stages of your leadership Talent Management System into one cohesive system.

Identifying and capitalizing on the existing competencies of an organization in addition to investing in developing deeper competencies within a firm is foundational for organizational success. Focusing on a few important core competencies enables an organization to shape the growth and development of their leaders around business requirements and talent gaps.

Diane Brown, Talent Journey, Copyright protected 2009
www.thetalentjourney.com