Steve in particular is a problem. He is a mid-level manager at the branch and now reports directly to Edward...
When it comes to body odor from absent or poor hygiene, individuals may be completely unaware of the strong environmental contribution they are making for others...
What is the collective talent score for your organization? Can you measure how strong or weak your team is today? Is there a way to mathematically know whether you are growing or contracting your collective talent? Until now, most organizations simply never measured talent. Organizations measure results and turnover, but have no clue why these results are achieved. These same companies rely on classical human resource techniques to attract and hire talent, but never measure the impact from gaining or losing talent in a collective sense. They rely on systems and processes but never quantify the individual talent that executes for the organization. Remarkably, this lack of talent quantification has never really been discussed as necessity for organizational success. Consider systems and process as one side of the coin while a talent score represents the other side. Executives examine balance sheets and yet they never see talent sheets.
In a typical organization, three distinctive individuals can be identified based on activity, attitude, and contribution to the collective work. These individuals rarely identify themselves as one or another, yet all three persist in organization after organization. They do not wear tee shirts for identification yet you will recognize each of them once a description has been provided. Ironically, the separation of these identity groups is never really discussed or acknowledged by most organizations. Self-examination and a candid workforce will help you discover where most of the team members fall within this analysis.
According to dictionary.com, drive can be defined as an inner urge that stimulates activity or inhibition; a basic or instinctive need. Motivation is defined as a process that arouses, sustains, and regulates human behavior. In the search for organizational improvement, some very interesting observations are presented for consideration. As an executive coach, I see the same patterns repeated over and over. These patterns of behavior are consistent enough to warrant a more detailed examination. Many struggling managers are under considerable stress for organizational performance. Because I am not emotionally or politically involved as a coach, my objective view very quickly reveals a perspective the manager either cannot or chooses not to see.
Wikipedia describes voodoo as a set of religious practices which originated from the traditions of the African diaspora. It is a cultural form of the Afro-American religions which developed within the French, Spanish, and Creole speaking African American population of the U.S. state of Louisiana. The word voodoo comes from the word vudu, the Dahomean “spirit”, an invisible mysterious force that can intervene in human affairs. It is this human intervention that is the source of success for organizational talent. Many organizations are simply paralyzed when it comes to talent management. They keep mixing the same ingredients over and over and hope to make a new and different dish.
“Fiscal cliff” is the popular shorthand term used to describe the predicament that the U.S. government will face at the end of 2012. U.S. lawmakers have a choice to allow current policy go into effect at the beginning of 2013. This features a number of tax increases and spending cuts that are expected to weigh heavily on growth and possibly drive the economy back into a recession. Or, they can cancel some or all of the scheduled tax increases and spending cuts, which would add to the deficit and increase the odds that the United States could face a crisis similar to that which is occurring in Europe. Many organizations face the same fiscal cliff, when it comes to leadership development over the next few years.
When the security firm acquired the enormous and lucrative contract for the London Olympics, you can bet the champagne was flowing. However, once the euphoria of getting the contract subsided, the actual work was to take place and the firm was over its head. It could not handle the volume of work that needed to be done and the British military had to be called in to secure the athletes, visitors, and venues for the 2012 London Olympic Games. Many new supervisors are in the same predicament. They get the job and quickly find out they are incapable of performing as needed.
Too many of us get caught in the dreaded "victim" pattern. We listen to all the negative people in our lives and start to believe the message. Society doesn't help with an over growth in entitlement that makes people more likely to wait for help than go take the chance to be successful. Frankly, I am tired of hearing it!
Most of our lives are touched by the explosion we call Facebook. Hesitant at first, I am now a daily visitor to my news feed and I stay in touch with people that would have certainly been foggy, distant memories buried somewhere in my life fabric. This phenomenon is growing so fast and so many people are users, it makes me wonder if Facebook is sustainable. Could it be a permanent part of our lives? Or, is Facebook more like a tsunami that comes in, changes everything, and then slowly returns to the past leaving a permanent scar on the land that it touched?
While it might not be obvious to most. There is a compelling responsibility that most managers neglect.
I have yet to encounter an organization that is proud of how current performance reviews work. In fact, most executives are ashamed when confronted about this common corporate ritual. Why are they so dysfunctional? In a recent survey of 48,000 CEOs, managers and employees, Leadership IQ found only 13% of managers and 6% of CEOs thought year-end reviews were effective. The dysfunction has more to do with