Wed, 04/22/2020 - 11:30

 

A large portion of problems that  cause teams to backslide into poor behaviors are due to issues with self-awareness:  accurate and conscious knowledge and understanding of own's own motivations, natural tendencies, behavior under stress,  preferences, attitudes etc..  We have  found in assessing and discussing these issues with thousands of executives that at least 95% have at least one significant blind spot and at least 75% have major issues including a significant misunderstanding of themselves  which lead to significant negative behaviors that they likely wouldn't do if more self-aware and also less stressed.   Peter Drucker, in one of his last works, lamented that most leaders don’t know themselves well and that knowing and managing yourself is the key skill in knowledge organizations. Our experience also corroborates this.  We describe this in more detail in the following:

Wed, 04/08/2020 - 09:03

This begins our 4 part series on building high performance team using validated data and  an effective process.  Each discussion will be accompanied by a  video discussing the issues, concepts and  methods. 

Wed, 03/25/2020 - 08:03

What follows is a concise summary of over a dozen academic studies over the last few years. Their conclusions are largely mixed on overall results but fairly consistent on critical success factors.

Wed, 03/11/2020 - 15:17

In 2019,  it was estimated that nearly 20% of the U.S. workforce is remote full time or nearly so.   As the Covid crisis develops, we can expect a massive increase in the coming months and likely a faster shift and increase to remote. How long will it be until 50% of work is accomplished in home offices. Likely sooner that many of us think. Remote work poses many of the same management and leadership challenges, but in different ways - and it has some totally different concerns as well. As we move forward in 2020, we are building a way to better service organizations that need tools and assistance to deal with remote work issues. To do this more effectively, we've created an approach and influence model as a working prototype. This short video describes our initial attempt at that...

Wed, 02/12/2020 - 07:03

Virtually every organization has a formal structure and a formal network with formal communications and systems   but each day as customers interact, projects get done, individual tasks get accomplished, it is the informal network where most of the real work gets done.  Increasingly this informal network extends out to other organizations and to customers. 

There is great benefit to understanding how your informal network works and who plays what roles and who doesn't.  Knowing the innovators, influencers,  informal coaches, relationship builders and other key roles helps you lead more effectively.  This is why we've brought on the Organalytix system to assess the informal network and quickly and efficiently provide actionable understanding on the opportunities and threats to your informal network.  The data has proven to be value to increasing innovation, customer service,  speed to market and improving performance management.  To understand more, please watch this short video:

Wed, 01/15/2020 - 08:34

In this month's discussion, we focus on WHY you might benefit from having an actionable understanding of your job.  Please tune in as industry expert, Alan Hoffmanner, summarizes some of the issues in this 4 minute video segment.  Let us know if you have any questions or comments as always!

Tue, 12/10/2019 - 07:03

In this month's discussion, we focus on the management implication of those with a Fixed Mindset vs. those with a Growth Mindset.   It's not subtle.

Mon, 11/11/2019 - 06:28

Increasingly talent management processes and particularly talent development are being infused, if you will, with data from many sources:  external, pulse surveys, internal HRIS systems and still others.     With administrative processes, there are success stories emerging in using Machine Learning and AI.    For selection and development decision support, there are many attempts, promotions and "hype" but real results are not in evidence

Mon, 09/23/2019 - 07:39

In order to secure a job offer,  short-listed candidates usually pass through an interview process. The questions is - how good of a process is it?  Well truthfully,  what we see most commonly is they pass through a series of interviews with an informal processing of the information - but not really a clear process. The problem with non process-oriented interviewing  is that it involves considerable subjectivity and activates a whole slew of human biases. Perhaps most important, when the information is processed to discuss the candidate or make a recommendation,  memory is typically the most important factor - how reliable is that a week or two later?  Using techniques like behavioral interviewing does reduce some of the negative outcomes but does not even come close to eliminating…  All kinds of issues irrelevant to job performance  can influence your judgment about an interviewee.

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"The U.S. Department of Labor has estimated the costs to replace an employee to be approximately 1/3 their annual salary; but when you start looking at the impact of hiring the wrong employee and having to replace them, some studies say 2.5 times annual earnings, some 4 times and some even higher." AGILEdge