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06
(ISSN 2562-0711)
Leadership
Lessons From
My TODDLER
Mining leadership
wisdom from the littlest
of sources
- Julie Moore
07
Creating A Kindness
14
How To Talk Back To
21
8 Ways Leaders
29
Normalizing
Culture In Your Workplace Your Boss And Keep Build Collaboration Female Leadership
- Jenny Watkins Your Job - Carol Kinsey Goman - Heather Shantora
- Ryan Trimble and David Maxfield
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07
Sourcing and hiring quality
internal successors
Creating A Kindness Culture In Your Workplace
- Murad Salman Mirza
Top tips to follow - Jenny Watkins
36 Diversity Is A Reality,
14
How To Talk Back To Your Boss And Keep Inclusion Is A Choice™
Your Job For long-term success,
A few skills you can use to address your boss’ blunders embed inclusion in
- Ryan Trimble and David Maxfield
every aspect of your
21
decision-making
8 Ways Leaders Build Collaboration - Raafi-Karim Alidina
Collaborative leadership, a “must have” professional
strategy - Carol Kinsey Goman
Editorial Purpose: Our mission is to promote personal and professional development based on
constructive values, sound ethics, and timeless principles.
Leadership Lessons
From My Toddler
Mining leadership wisdom from the
littlest of sources
By Julie Moore
“Mommy, it’s okay.” As I find myself obsessing about Charge forward with an open heart – One of
something incredibly unimportant, my rambunctious, my favorite oft-heard quotes from my son is his
adorable, red-headed two-year-old has just floored insistence that everyone is his friend. “This my friend,
me with some serious and grounded toddler wisdom Mommy.” (Yes, he is speaking in ALMOST complete
once again. Sure, he may eat things off the ground, sentences…but no sweetheart, that’s the cashier
and think the word “chief” is actually “cheese,” and that you just met.) And yet, perhaps he is right – that
dump a shoe full of sand on his head, but when I stranger is his friend. I wonder if William Butler Yeats
step back, I realize that my two-year-old is one of the was talking to a two-year-old when he famously
richest sources of leadership wisdom. stated, “There are no strangers here; only friends you
haven’t yet met.” What a beautiful way to go through
Question your belief system – Spend a minute with life, let alone business, seeing clients, vendors, and
a two-year-old and you’re bound to hear their favorite employees as friends. How would I treat everyone
question – “Why?” The number of times I answer I interact with if I started from the assumption that
this daily is truly astounding (and, on more than one they are my “friend”? I would assume we want the
occasion, a bit frustrating). And yet this question has best for one another, I would strive to be caring and
also had me seriously reflect on standard wardrobe compassionate, and I would make sure we have
choices (Why does he have to wear pants?), culinary some fun. Who couldn’t do with a few more friends…
actions (Why do we eat cereal in the morning instead especially in the business world? Wouldn’t that
of at night?), and parenting decisions (Why does create more collaborative, supportive, powerful, and
what Mommy says go?). When I bring this back into sustainable relationships?
a leadership context, it consistently reminds me that
I could do with a few more why’s there as well. As a Fall and get right back up – There is nothing quite like
leader, I know it’s important to share context, bring the resilience of a two-year-old. He sustains falls that
people along on the journey, and communicate – and I am positive will take him out, and yet he bounces
yet, how often do I stop to really appeal to people’s right back up as if nothing happens. It’s only if I act
“Why’s” or, even better, stop to ask my own? How surprised, nervous, or worried that he mirrors that
often do I question the beliefs that may be holding reaction. What a consistent and profound reminder
me back? Coming from a place of curiosity provides a that it is in my control how I respond and react to
powerful unlocking mechanism that allows me to tap things – and that those responses and reactions
into the possibility of what could be rather than the will inevitably influence those of my peers and
habit of only observing my perception of what is. team. Applying my son’s exuberance to the falls we
inescapably take over and over in business could help just seem to do it right at that age. It’s only when
make the whole ride quite a bit more, dare I say, fun. we’re older that we start clouding our thoughts
with judgment, perception, fear, and negativity. So,
Savor the moment – Like so many others in this day I’m committing to approach my life with a little
and age, I’m consistently thinking about the future more toddler – perhaps just without “tasting bugs”
and past, causing a plague of rumination and anxiety. for breakfast.
I spend so much of my day in thought: focusing on
the clients we have yet to win and the projects we
have yet to deliver; questioning whether or not I’ve
Julie Moore is Manager at the The
“shown up” as powerfully as I could or as I wanted to; Trium Group. She is passionate
reflecting on areas of my work where I didn’t give my about helping leaders and teams
best. My son spends zero time in these areas. Watch have more meaningful, strategic
him eat and there is nothing else on his mind – he dialogues through deep listening and
is enjoying every bite as if it’s the only thing in the observation, insightful questions,
and skillful facilitation. Over the last
world. Watch him play and he is fully engrossed in
decade, Julie has worked in leadership
the entertaining piece of plastic in front of him. And and organizational development both
watch him love and he is never distracted by assumed in-house as an HR generalist as well as
stories about the other or projected narratives about externally as a management consultant.
them. He is just there, present with what is. Savoring Prior to Trium, Julie was a human
the moment is one of the hardest lessons for busy capital manager at Deloitte, working
with Fortune 500 organizations on some
adults to embrace – and yet, when I’m with my son
of their toughest and most complex
and able to be fully and truly present, I am reminded strategic, cultural, and leadership
that there is no greater joy in the world. challenges.
Creating A Kindness
Culture In Your Workplace
Top tips to follow
By Jenny Watkins
But what if we took a different view? What if we it to my office. She often will handwrite a note on the
saw an opportunity in the hardship? Whether we back of an envelope: “Come back and visit soon” or
acknowledge our contribution or not, each of us “Hope you’re having a good day :-) “ This never fails to
affects the culture around us. And as long as we stay, make me smile and add some warmth to my day. She
we make a choice. We can use our voice and our doesn’t have to do it. She chooses to do it. Every time.
actions to contribute positively...or not. And it makes a difference.
Whether you are enjoying a positive workplace culture 3. Look for What Is Good
and want to keep it that way, or you are striving to For many of us, it’s easy to see what’s wrong or
make a difference in a less-than-positive environment, broken. It takes discipline and training to teach
allow me to offer 6 ways you may be able to shift ourselves to look for what is good and right. We
perspective toward your role as a culture maker. need to see both. It’s certainly important to be
able to identify areas where we can improve and
1. Be on a Mission get better. But if that’s all we focus on, it’s easy to
“You were born to do so much more than pay bills become discouraged.
and die” says blogger Becca Martin. Find your own
personal mission within your workplace. Use your Let’s also look for what’s going right. Ignore what
corner of the world to do good and do it well. No is good, and you’ll get less of it. Highlight what is
matter what your role entails, you were born to add good; praise those who do their job well or go above
unique value. and beyond. You’ll generally get more of what you
appreciate, recognize and reward.
2. Add Kindness to Your Work Routine
My friend Pam, who works in shipping at Terryberry, 4. See People, not Just Tasks
is sometimes the one who packages mail from the My colleague Danny welcomes everyone who passes
company’s headquarters in Grand Rapids and sends by his desk. He does it in such a way that people
6. Choose Empathy
When a colleague is struggling, choose empathy.
Whether it’s a personal struggle or job-related,
knowing your coworkers have your back is, in my
opinion, one of the defining characteristics of a
kindness culture. Send flowers; take time to listen;
share the load. Whatever your language, use your
voice and your actions to help your teammate get
through it.
Yesterday Today
30
POWERFUL LEARNING
The Agile Leader
Leading Through Change
Leading Diversity
Leading Innovation
The Digital Leader
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development competencies
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Fostering A Culture
Of Creativity In A
Smaller Firm
Top tips to follow
By Chris Griffiths
Then, turn action ideas you feel could flourish into By building a more creative and innovative team
something great. And if they don’t work, any failures culture, you and your team will be able to find unique
made will act as an opportunity to make better future solutions to everyday business problems. Science
decisions. has proven that a happy workforce is in fact a more
creative one. One study even found that happy
Did you know, injecting fun into workplace practices employees are up to 20% more productive than those
is a key factor in helping creativity flow? Make play a who are unhappy. By taking on more creative and
corporate priority to help inspire your team. Creative innovative ways of working, your team will be happier
workplaces can be nurtured by adding fun into and more productive. Great leaders know that to
your colleagues’ day. Having a creative and playful promote creativity in the workplace and allowing their
workforce also acts as an effective way to increase teams to overcome the fear of failure is key. Tell your
innovation in the office, which can be achieved by team ‘Winners fail more times than losers try’, and
holding competitions or initiatives. Being part of a then they’ll be prepared to think without limits.
creative workplace allows colleagues to be energetic
and enthusiastic and as a result, produce new and
unique ideas. Why not begin a brainstorming session
by sharing amusing anecdotes; this will help to Chris Griffiths, the author of The
Creative Thinking Handbook: Your
loosen up the team to foster more creative ideas. By
Step-By-Step Guide To Problem Solving
establishing fun as part of the creative process in the In Business, is founder and CEO
workplace, it provides teams with a safe place to be of OpenGenius. Griffiths has helped
creative whilst having a good time. Employees will not thousands of people worldwide drive
only feel happier and healthier, but more productive business growth using highly practical
and creative too. innovation processes, including teams
and individuals from Fortune 500
and FTSE 100 companies, the United
When it comes to creativity, location matters. It’s Nations, governments, the European
a fact that your working environment affects the Commission and Nobel Laureates.
work that you produce. A bright, colourful office will He is a pioneer in combining creative
increase the output of your team. An open office thinking strategies with technology
with a comfortable layout can heighten creativity to enhance productivity and is behind
the iMindMap and DropTask apps,
and improve communication, which naturally has an
now utilized by over two million people
impact on productivity for the entire company. Make worldwide.
sure ideas can flow freely in your workplace. Consider
things such as bean bags and ping-pong tables to
help foster a social environment, where individuals
can talk through challenges or find quiet corners Would you like to comment?
to carry out focused daydreaming. It’s important to
set aside thinking time in the workplace. Thinking
is one of the most important processes, which we
must grant adequate time to renew and incubate our
ideas. It’s vital to take these breaks at work. Whether
your dedicated thinking time be on a hammock or
in cosy communal spaces, creating an office space
which encourages socialising opportunities will spark
creativity and create an environment for employees to
ideate.
“Don’t bite the hand that feeds you.” ●● Distant and disconnected: Manager disregards
others’ needs and stresses, disengages
You’ve likely heard this idiom before. It means don’t by disappearing.
criticize or hurt someone you rely on. Don’t betray a ●● Disorganized and forgetful: Manager overcommits
benefactor. If someone takes care of you—whether and underdelivers, shows up late, and
they support, employ, or literally feed you—you makes excuses.
shouldn’t chance offending them for risk of getting
cut off. We then asked respondents to disclose why the
boss is unaware of the flaws. Their answer? Nobody
This is often how employees across corporate says anything.
America approach relationships with their managers.
In fact, nearly half of those surveyed said they don’t
In a recent survey, we asked 1,335 employees the alert their managers to personal blind spots for fear of
following question: What significant weakness does offending them or suffering retaliation.
your boss have that is apparent to everyone in the
office except the boss? The takeaway is that performance discussions are
one-sided. While managers may be quick to correct
The replies came rushing in. According to direct reports for poor performance, violated norms, or
respondents, these are the top five weaknesses bad behavior, the inverse is not true. When employees
managers don’t know they have: recognize behavior or performance problems with
managers, 47 percent of them are more likely to bite
●● Overwhelmed and inadequate: Manager is their tongues or backbite with peers than speak up.
unqualified, inexperienced, or overworked. Anything but “bite the hand that feeds.” The result
●● Poor listener: Manager tries to multitask when he is unresolved performance problems, diminished
or she should be listening—during meetings, calls, morale, and wasted time and money.
and one-on-ones.
●● Biased and unfair: Manager treats team Fortunately, feedback doesn’t have to be something
members differently based on gender or office you mutter under your breath. Here are just a few
clique affiliation.
skills you can use to address your boss’s blunders primary concern is that your boss doesn’t respect
without sounding like a bellyaching bleater. you, for example, discuss it directly.
●● Start with safety. Pointing out your boss’s
●● Avoid the fool’s choice. Many assume in shortcomings is challenging. But it’s possible to
situations like this that one can be either honest or do so without rupturing the relationship if you can
respectful, but not both. So they bottle the concern help your boss feel safe. People feel psychologi-
in only to act it out. They end up showing “respect” cally safe when they know you respect them and
for the boss by stewing, gossiping, or getting care about their interests. You might say, “I have a
even. Don’t make this mistake. Let go of either-or concern I’d like to discuss, and I believe resolving it
thinking. Recognize that you have several options, will help me work more effectively. May I discuss it
some of them good. with you?”
●● Work on yourself first, the boss second. Before ●● Put facts first. Don’t start with your harsh judgments
you talk back to the boss, get your emotions in or vague conclusions, like “I don’t trust you” or
check by looking for how you may be adding to the “You’re a control freak.” Instead, start with the facts.
problem. It isn’t that the boss doesn’t have faults; Strip out any judgmental or provocative language
it’s that we tend to exaggerate the role others play and be specific. For example, “After you told me you
when problems affect us. Honestly examine your brought me up for a promotion in the HR meeting,
own behavior to see whether and how you might two people at that meeting e-mailed me and asked
be contributing. me why I wasn’t recommended by you.”
●● Hold the right conversation. People often
fail to raise their true concern when providing When your boss consistently behaves badly or
difficult feedback. They may dance around the performs poorly, it’s time to speak up. Use these
issue, or sandwich feedback between insincere skills when you do so and you won’t leave a dental
compliments. Instead, stick to the issue. If your impression on the boss’s hand.
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relationships, coach employee your wheelhouse. Can you afford Options for Developing
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goals that grow your bottom line? Leadership Skills Now
Do you know? We are starting to see a trend. Here are three options to consider
Small business owners with that are affordable for small
Is it a new Millennial you just hired 25 to 150 employees who have business.
in a lower level support function? been in business for 30 years
Is it a Gen X employee who has or more are now thinking about 1. Consider the idea that
been working hard and loyally their next steps as they approach overlooked people may respond
through the Great Recession retirement. It centers on three by leaving AND moving to a
who is still with you? Is it a questions: competitor to build their best
mother with two children who are leadership skill
now in school? Is it that intern ●● Do I simply close up shop? In the study we reviewed, one
you brought in to support your ●● Do I sell out to a bigger finding was that 68 percent of the
sales team? Who in this group company that discounts my leaders surveyed who reported
demonstrates the best leadership company value because I AM that they felt overlooked said they
skills? the formidable work culture considered leaving or did leave
that built loyalty and a sense an organization. Unfortunately
We recently reviewed a survey of healthy family that will climbing the ladder to secure a
where several hundred leaders disappear when I am gone? leadership position is pretty much
responded. More than 40 ●● Do I sell to an employee or to old school now.
percent of them reported feeling my employees?
overlooked for an advancement. Forward progress for many
If you are contemplating any of employees now looks more like
Since you are not new to human these questions now because climbing a rock wall. Sometimes
performance, let me ask you your exit strategy is 5 to 7 years you move laterally. Other times
8 Ways Leaders
Build Collaboration
Collaborative leadership,
a “must have” professional strategy
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the 21st century, it puts the magnifying glass on each it. The book by Nicholas Carr, The Shallows: What
one of us to be willing to develop ourselves for the the Internet Is Doing to Our Brains , articulates
challenge. what many of us feel uncomfortable with – how
we can be enslaved and intimidated by technology
Emotional and Spiritual Change at the expense of what we value as being good for
We are not only rational beings, but also emotional relationships, proper attention and concentration,
and spiritual. Tackling the future head-on and going focus and healthy living in general.
through change can also mess with our emotions,
values and beliefs. In a 21st century world we have However, instead of asking whether technology
already experienced the accessibility of information should scare us or not, we should appreciate who is
and knowledge. We have experienced interconnectiv- responsible for it in the first place. And it is obviously
ity and diversity of worldviews, cultures, belief and ourselves. Even though the technology we produce,
value systems as well as customs. We probably have such as Industry 4.0 technology, could become a
become less judgmental and less defensive. threat to us in a number of ways, we should remind
ourselves that we remain responsible for what
However, to effectively navigate the stormy waters we have created. In that sense technologies are
will require us to collaborate and trust people - which extensions of who we are and what we do with our
is to not only open our minds but also our hearts. It abilities. They are amplifications of our power, but
will be difficult to effectively collaborate if we remain not separate living monsters to fear or fight. Where
distrusting and cynical, saying one thing but thinking technology presents the how of change, humans
and believing another when we engage. Certainly, we presents the why. Why and for what purpose will
carry the risk of being disappointed when we open ultimately determine our well-being and what we gain
our hearts to others. But in leadership we expect to from the technology of the day.
see both sides of trust: being trustworthy and being
trusting. In leadership, you don’t wait for others to The 4th Industrial Revolution and Our
reach out, you reach out first. For some of us, it Responses
probably means that we have to let go of whatever In a nutshell, the 4th Industrial Revolution refers to
keeps us in the grip of cynicism and fear. dramatic social and economic changes as a result
of an array of technological breakthrough inventions
Our Relationship with Technology impacting on all industries. It includes technologies
New technology brings change and many of us such as the Internet of Things, Robotics, Artificial
probably also have a love-hate relationship with Intelligence, Augmented Reality and Big Data. It
technology. It is easy to hate it when we perceive it as can be described as the revolution of digitisation
something inhuman, something that ruins the beauty and cyber-physical systems (a mechanism that
and purity of nature or something that makes us too is controlled or monitored by computer-based
dependent on it – we quickly stress when it fails us. algorithms). This follows the technology of steam
We love it when it is a novelty, interesting and does power and mechanisation of the first revolution,
something for us, like making life easier or our work electricity and mass production of the second and the
efforts more productive. In this love-hate relationship internet and automation of the third.
we are not always sure if we should keep technology
at a distance or open the door to it even wider. In his book, Shaping the Fourth Industrial Revolution,
Klaus Schwab makes the important point that the
Should technology scare us? Yes and No. If, for Fourth Industrial Revolution is much more than
instance, it means that it interferes negatively in just a description of technologically-driven change.
our relationships, then yes, it should scare us. If it “We should not resign ourselves to the inevitability
means that it facilitates connectivity and conquers of default options … Debate values at all stages of
poverty, aids and cancer, then no, we should praise innovation … The benefits include spreading prosperity
more widely, reducing inequality and reversing the tasks that can be performed by computers today.
loss of trust that is dividing societies and polarising Furthermore, an expected 35% of skills will change
politics.” Ultimately, the changes need to be across industries as new technologies, business
human-centred. models and markets develop. Instead of panicking
about potential job losses, our response should be
Indeed, “tackling the future head-on” should not to focus on the human only capabilities that will be
be interpreted simplistically. If it is interpreted as required in the new world of work - abilities such as
an encouragement to seize opportunities for own creative and innovative thinking and problem solving.
success, to get ahead and win the competition, then
it is still old paradigm thinking. The 4th Industry Reskilling, “rewiring” our brains and generally
challenges and opportunities are of a global nature re-inventing ourselves at the young age of fifty will
and can only be treated as such. As much as there are become increasingly important to stay relevant. In
opportunities to make great advances in all industries, addition, it will be more beneficial to think in dynamic
the world is also facing global threats of instability. terms about the different roles we can play at work
Think about climate change, nuclear wars and social to contribute to work organisations or society, than to
unrest due to high levels of inequality. The fact that think of jobs in static or fixed terms. The idea of “best
the richest 1 per cent owns half the world’s wealth is practices” will give way to more divergent thinking,
unsustainable and a high risk. No nation can solve experimentation and creative solutions.
global existential threats on its own. No matter from
where you are and what work you do, collaboration Leadership in a VUCA world
will be key in responding to 21st-century challenges. The acronym VUCA refers to what we have come
to known as features of our 21st Century world
The 4th Industrial Revolution will disrupt and impact namely, Volatile, Uncertain, Complex and Ambiguous.
all areas of our lives. In the new world of work it is When we reflect on and discuss leadership, these
expected that many jobs of a mechanical, repetitive descriptors of the context within which we need to
nature will be done by robots. It is estimated that lead, need to be central in our thinking. Similarly,
close to 60% of current jobs have at least 30% of discussing our readiness for the Industry 4.0 change,
forces or challenges, leadership has to be at the core sustainable benefits to all citizens, including for future
of our thinking. generations. The scale, complexity and urgency of the
challenges facing the world today call for leadership
Leadership incorporates leading self, others and and action that are both responsive and responsible.
change. Effective leadership requires balancing and
developing all three leadership areas. In developing An old African proverb states, “If you want to go fast,
our leadership we hope to remain relevant and go alone. If you want to go far, go together.” Industry
influential for our times which leads us to revisit our 4.0 brings a sense of urgency. And it is justified if we
thinking paradigms, or the lenses through which we apply the principle of global thinking for relevancy.
view the world. If we recognize the patterns of our However, our sense of urgency should help us focus
thinking as they were influenced by historical and on how to connect, collaborate and co-innovate, not
socio-economic factors, art and the march of science, on frantic actions to save my own skin. It will be
we can match them with appropriate effective counter-productive and short-sighted to make use of
patterns of thinking for the modern world and it will technologies just because we can. We might go fast
highlight the shifts we need to make. One such a shift for a while but it will not sustain us. We, therefore,
is from convergent thinking to divergent thinking. need to follow the advice to integrate our ethics and
values in our decision making and do it together. Do
We use convergent thinking to analyze problems and not only ask if something is feasible, ask for what
break them down to their parts for closer inspection purpose.
and conclusive judgment and decisions. It is linear
and systematic. What convergent thinking doesn’t From the above it is clear that your commitment to
help us with is to come up with creative ideas, explore the following will serve you well in tackling the future
possibilities and allow ourselves the freedom to head-on:
experiment. For that, we need to develop divergent
thinking. Improving our divergent thinking is what ●● Be resilient (adaptive and positive)
would help us facing Industry 4.0. It helps us to see ●● Be collaborative
the connections between things, to be flexible, not ●● Be ethical
obsessed with what is best, but take creative risks. ●● Be creative
In an Industry 4.0 environment we are challenged to ●● Be flexible
replace the need for the perfection of knowing with ●● Be agile
the willingness to seize the unknown. Thinking about
our education systems, the shift needed is to have
universities as the birthplaces of ideas, not degrees
Gerhard Van Rensburg founded New Era
to show how much I know … we can always quote
Leadership and worked as a leadership
google instead. and executive coach, development
facilitator and academic supervisor
To lead effectively in a VUCA world you will find it since 2002. He holds a doctorate
helpful to be more curious than convinced, more in leadership and organisational
responsive than standardized and more passionate structures. He is currently an associate
of The Da Vinci Institute for Technology
than diligent. In a global study done by IBM, creativity,
Management. Since 2015 Gerhard is
integrity and global thinking were identified as director of the Future Leaders Africa
the top 3 leadership qualities for the new world of and faculty member of the Oil & Gas
work. Schwab emphasizes systems leadership and Knowledge Sharing Training Institute.
explains that it is about a shared vision of change
and actions that include all stakeholders of the global
society. Ultimately it needs to shift the structures of
Would you like to comment?
our social and economic systems in order to deliver
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Normalizing
Female Leadership
How to inspire gender parity in
the workplace
By Heather Shantora
executives) at Canada’s 100 largest publicly-traded motivates them to not only imagine what they can
corporations, 90 percent are men; only three female achieve but more clearly define their own plan to
CEOs remain among Canada’s top 100 companies; get there. At both pt Health and InnoCare, where
and no female CEOs are found among Canada’s 25 more than 62 percent of our senior team is female,
largest corporations. employees often articulate that “seeing is believing”,
motivating them to more frequently throw their hats
But how can this be? Women across North America in the ring for senior roles. As the female CEO of a
have been “leaning in” and yet it seems the hope for company in the area of health technology, where
equality and the reality continue to stand at opposite only about 3 percent of CEOs are women, this is an
ends of Canada’s boardroom tables. important reminder and call to action.
So what can be done to help build corporate Global evidence has shown us that women are
environments that not only encourage but expect effective, collaborative leaders but it is infinitely
women to succeed – especially when men are two to harder to inspire someone if they can’t find you. We
three times more likely to be in a senior management need to be present as role models, and open with our
position than are women? own successes and struggles. Remember, Rosemary
Brown didn’t encourage us to sneak in when no one
First, we need to once and for all recognize that was looking. She said open that door wide and hold it
women are good for business. According to a study open for as long as you can.
conducted by McKinsey & Company, “there is a
positive correlation between the proportion of women
in the top management and the organizational and
financial performance of the companies. . . companies Heather Shantora is the CEO of
having women among top managers demonstrate ptHealth, one of Canada’s largest
higher operating margin and market capitalization national physiotherapy companies,
in the industry than companies managed by men and InnoCare, a health technology
only.” In addition, having at least one woman on the company with a proprietary suite
board decreases bankruptcy by a full 20 percent. of software and services. Heather
In short, true gender diversity means a distinct has an Economics degree from
competitive edge. McMaster University, a Master’s
degree from Schiller University,
Experience and evidence also indicate that a and has also completed executive
genuine, non-negotiable commitment to mentorship education courses at Stanford
is key. While studies suggest that women are more University. Heather has also
likely to report barriers to accessing mentorship previously served as Chief Operating
relationships, the positive impact of this mentorship Officer (COO) and President in two
can’t be ignored. In fact, according to Status of respective divisions of ptHealth
Women Canada, mentorship is consistently identified after leaving a long career as a
by women entrepreneurs as one of the most valued political advisor.
types of support; research shows that 88 percent
of entrepreneurs with mentors survive in business,
compared to a 50 percent failure rate for those Would you like to comment?
without.
Click here to view the image Click here to view the image
Click here to view the image The interaction between the successor(s) and the
primary stakeholders can be depicted as follows:
The The
OD/HR/TM Incumbent
Function Leader
The
Board of The
The
Directors Regulators
Successor(s)
The The
Employees Sharehol
(Manageme ders
nt & Staff)
The following four solutions are provided to failure management, high emotional intelligence,
ensure that the ‘felt fairness’ element pertaining to strategic acumen, multidisciplinary knowledge,
succession is optimized with high probability of hiring competitor(s) and industry insights, negotiating
the most suitable candidate: ability, presentation skills, assertiveness,
charisma, decision making prowess, mergers
1. Internal Democratization of the and acquisitions exposure, reliability, confiden-
Succession Process tiality, pressure handling, 360 degree feedback,
2. External Democratization of the corporate citizenship behavior, approach to
Succession Process criticism, visionary capability, technology aptitude,
3. Engaging the Regulator in Proactive Oversight key stakeholder understanding and management
4. Subcontracting to an Independent Firm (e.g., shareholders, regulatory bodies, employees,
union(s), client/customer, supplier/contractor, etc.)
Internal Democratization of the ●● The top three candidates are approached by the
Succession Process Head of OD/HR/TM function, at least 6 months
This refers to the formulation of the succession before the expected departure of the incumbent
process as an election and not a selection. leader, to get their consent in terms of being
Following sequential steps are taken during the considered for the top job. If the consent is given
respective process: by all three, then the names of the candidates and
their professional credentials are made public.
●● The Head of OD/HR/TM function maintains an However, if any candidate wants to withdraw from
updated and ranked confidential list of potential being considered, then the next best candidate
candidates, based upon defined competencies, is promoted to be within the top three, before the
agreed by the Incumbent Leader and ratified by public announcement
the BOD. Examples of suitable parameters can ●● The top three candidates are then invited to
include; academic qualifications, years of service, at least three debates, moderated by the BOD
record of achievement, leadership experience, Chairman/Designated Director, in front of an
‘open house’ of employees, who are invited to ask ●● The Head of the OD/HR/TM function is instructed
questions from the candidates on various aspects by the BOD to initiate the accession proceedings,
of running the organization coordinate the orientation activities in conjunction
●● Elections are conducted by the OD/HR/TM with the incumbent leader and the functional
function and supervised by the BOD, at least heads, and organize the farewell ceremony for the
three months before the expected departure of outgoing leader to reinforce the public image of a
the incumbent leader, with the three candidates smooth handover
being on the ballot. Every ‘full time’ employee ●● The Head of the OD/HR/TM proceeds in
is eligible to cast one vote in person/mail/ accordance with the instructions given by the BOD
online, regardless of his/her position within the ●● The new leader takes office to drive the
organizational hierarchy organization with renewed vigor
●● Results of the respective elections are tabulated
by the OD/HR/TM function and reviewed by its External Democratization of the
Head, who forwards it to the BOD Succession Process
●● The winner is considered to the candidate who This is similar to the first solution in all aspects,
secures at least 50% of the caste vote. In case except, the following two steps:
no candidate secures the respective percentage;
a second round is conducted, within 15 days, ●● The top three candidates are then invited to
between the top two candidates, and the one who at least three debates, moderated by the BOD
secures more votes through simple majority is Chairman/Designated Director, in front of an ‘open
declared the successor to the incumbent leader house’ of shareholders, who are invited to ask
●● Results of the respective elections are tabulated questions from the candidates on various aspects
by the OD/HR/TM function and reviewed by its of running the organization
Head, who forwards it to the BOD ●● Elections are conducted by the OD/HR/TM
●● The BOD authorizes the public release of the function and supervised by the BOD, at least
results and informs the regulatory authority three months before the expected departure of
●● The Head of OD/HR/TM advises the selected the incumbent leader, with the three candidates
leader about the successful outcome and arranges being on the ballot. Every shareholder/designated
for the BOD to congratulate him/her publicly, while representative is eligible to vote and entitled to
a relevant press release is issued by the Head of cast one vote in person/mail/online, regardless of
Public Relations Department the size of their shareholding
Engaging the Regulator in Proactive before the expected departure of the incumbent
Oversight leader, to get their consent in terms of being
●● This refers to the formulation of the succession considered for the top job. If the consent is given
process as a selection by the BOD in the by all three, then the names of the candidates
presence of the Regulator. It differs from the and their professional credentials are forwarded
aforementioned solutions in the following steps: to the selected independent firm. However, if
●● The top three candidates are approached by the any candidate wants to withdraw from being
Head of OD/HR/TM function, at least 6 months considered, then the next best candidate is
before the expected departure of the incumbent promoted to be within the top three and the
leader, to get their consent in terms of being updated list is forwarded to the independent firm
considered for the top job. If the consent is given ●● The top three candidates are then interviewed by
by all three, then the names of the candidates the independent firm in the presence of the Head
and their professional credentials are forwarded of OD/HR/TM, who is only present as a ‘dormant’
to BOD. However, if any candidate wants to representative of the client organization
withdraw from being considered, then the next best ●● The selection of the new leader is done according
candidate is promoted to be within the top three to the criteria devised by the independent firm
and the updated list is forwarded to the BOD with no inputs/guidance/influence from the client
●● The top three candidates are then interviewed organization
by the BOD, assisted by the non-voting Head of
OD/HR/TM, in the presence of the regulator’s It is hoped that the four methods, described above,
representative, who is also a non-voting member of for resolving the dilemma of hiring worthy internal
the interviewing panel successors within ‘too big to fail’ organizations will,
●● The selection of the new leader is done by a at the very least, generate an honest introspection of
majority vote. In case of a tie, the side with the hiring practices and lead to subsequent reformation
vote of the BOD Chairman decides the outcome in order to avoid the ‘heartburn’ of an imprudent
selection, placate key stakeholders and unleash
Subcontracting to an Independent Firm positive vibes for strengthening the foundations of a
This refers to the formulation of the succession fragile economy.
process as a selection by an independent firm. It
differs from the aforementioned solutions in the
following steps: Murad Salman Mirza is an innovative
thinker and an astute practitioner of
●● The Head of OD/HR/TM facilitates in the search areas within and associated with the
and selection of an independent firm that fields of Organizational Development,
Talent Management & Business
specializes in the recruitment and selection of
Transformation. He is also a globally
C-level executives through a defined criteria
published author and an active
approved by the BOD. Examples of the defined contributor to various professional
parameters can include, years of relevant forums.
experience, references from past clients,
professional credentials and relevant area of
expertise of senior management/members of the
interview panel, etc. Would you like to comment?
●● The BOD reviews and approves the selection of
an independent firm for the succession process,
according to the defined criteria
●● The top three candidates are approached by the
Head of OD/HR/TM function, at least 6 months
By Raafi-Karim Alidina
average British company. In fact, inclusion is essential to leveraging groupthink. Another behavior to
more than 90% of the companies that diversity. The reason this is be encouraged is to notice and
we looked at had gender pay important is because while we minimize micro-aggressions. For
gaps that were worse than the know that diverse teams perform example, we know that members
national average. better than homogenous ones of minority groups are more likely
that only happens when these to be interrupted or have their
When we looked again a year teams are also inclusive. That ideas attributed to other people. If
later we saw that this trend hasn’t is, teams need to embrace and leaders especially can take note
changed much. What’s more, leverage their diversity in order to of when these behaviors occur
we found that even for those reap all the benefits that diversity and call them out, others will
companies that had closed their can bring. It’s about making begin to mimic that behavior and
salary gap they often increased everyone feel like they belong, like micro aggressions are likely to
their bonus gap. This just their voice matters, and like they happen less often.
highlights the fact that when don’t have to conform to others in
taking a marketing-led approach order for their opinions or ideas to These are just a few examples of
to diversity and inclusion an be valued. actions organizations can take,
organization may win awards or but the important first step is that
some good press but they won’t Inclusion 3.0 considers diversity organizations need to realize that
necessarily get any reasonable, and inclusion work to be a way diversity and inclusion is about
sustainable change. of doing business, rather than them, not some “other” group. It’s
something done on the side. about making the best decisions,
And there’s a clear reason for this As such, inclusion becomes not about charity to some
lack of real progress: both the a consideration in all actions marginalized group.
Diversity 101 and 2.0 approaches taken by leaders, and policies
see diversity and inclusion as work to make inclusion part of
being about “the other”, and all day-to-day behaviors that
about helping these others fit in. employees practice. As a result,
As such, it’s almost considered this approach creates a culture
like some extra charity work that of inclusion weaved into the very
a company does on the side. fabric of the organization.
Indeed, diversity and inclusion
in some companies we work There are lots of things that an Raafi-Karim Alidina is the co-author
of Building An Inclusive Organization:
with is housed in the Corporate organization can do to create
Leveraging the Power of a Diverse
Social Responsibility side of the an inclusive workplace coming
Workforce, and a consultant with
company. The consequence from this approach. For example, Frost Included, working with clients to
of this is that none of these anonymizing resumes, having a help create more inclusive workplace
companies actually ends up robust parental leave policy, and cultures.
being truly inclusive, and all making work flexibility the default.
their “diverse” workforce that However, it’s equally if not more
they recruit ends up leaving in important that leaders exemplify
inclusive behaviors and embed Would you like to comment?
frustration at being duped.
inclusion in their day-to-day jobs.
Instead of this, organizations
should take an approach we call For example, leaders might
Inclusion 3.0. This approach consider rotating a dedicated
takes the perspective that a devil’s advocate in meetings
diverse workforce is critical to the to encourage a culture of
success of a company, and that healthy argument and ward off
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13 Targeted Publications
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AT WORK IN THE
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Here’s how to maximize FOR HR IN THE
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IF YOU DO HR ADMIN MIDDLE EAST,
6 NEW YEAR - Todd Wulffson ON PAPER, THEN YOU AFRICA AND
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