Rabu, 02 Juni 2010
In a world filled with busyness and stress I find that too often leaders can act like hard-charging, fast-driving bus drivers that have a vision and goal within their sights and they’ll run over anyone–even their own employees–to reach their destination. I know this well because early in my business career I was that kind of leader and I have had to work hard to change my approach.
I realized that any hard-charging leader can create success in the short term, but it would take a positive leader with a people and process-driven approach to build a successful organization for the long term. As John Maxwell said, “If you are all alone at the top, you are not a leader. You are a hiker.”
No one creates success alone. To win in business, you must win with people. Running over people will only get you so far. To create true and lasting success you must nurture and invest in your people. Here are three essential ways to do this.
1. Care about them - The main question every employee in every organization is asking is, “Do you care about me; can I trust you?” Employees want to know if you care about them. If you do, they will be more likely to stay on the bus and work with you. Employees are more engaged at work and will work at their highest potential when their manager cares about them.
2. Develop a relationship with them - Author Andy Stanley once said, “Rules without relationship lead to rebellion.” Far too many managers and leaders share rules with their people, but they don’t have a relationship with them. So what happens? The people rebel, and they disengage from their jobs and the mission of the team. I’ve had many managers approach me and tell me that my books helped them realize they needed to focus less on rules and invest more in their work relationships. The result was a dramatic increase in team performance and productivity. To develop a relationship with your employees, you need to build trust, listen to them, make time for them, recognize them and mentor them.
3. Appreciate them - The main reason people leave their jobs is because they don’t feel appreciated. For example, Doug Conant, the CEO of Campbell Soup, has written more than 16,000 thank-you notes to employees in the past seven years and created a very positive business in the process. It’s as easy as saying (or writing) “Thank you.”
It’s a simple truth: When you care about your employees and the people you work with, they are more likely to stay on the bus and work harder, with more loyalty and greater positive energy. In turn, they are more likely to share their positive energy with your customers, thus enhancing service and the bottom line. The greatest customer service strategy has nothing to do with customer service, but it has everything to do with how you treat your employees. If you model great service, they will provide great service.
Remember, leadership is not just about what you do, but what you can inspire, encourage and empower others to do. Instead of running over the people in your team/organization, invite them on the bus with you and engage them to help you create an amazing and successful ride.
Jon Gordon is a speaker, consultant and international bestselling author of several books. His latest release is Soup: A Recipe to Nourish your Team and Culture. Jon helps individuals, organizations and teams develop positive strategies for enhanced leadership, teamwork and sales performance. Learn more about Jon and his latest book at www.Soup11.com.
Minggu, 28 Februari 2010
Kamis, 04 Februari 2010
What do smart executives do when there are too many competitors in one market? They find new markets.
With slow growth predicted in 2010 and beyond, hiring – although in some corners predictions state that executive hiring at the very top will be robust for the next 6 months – is sure to be slow and cautious for most companies.
Many headwinds, including but not limited to healthcare reform, cause barriers-to-entry that make the risk of high salaried talent to be too much for mid- to large sized companies. Small organizations, traditionally fueling the hiring boom in previous years, have too much to do in keeping themselves healthy to consider hiring anyone.
CNN Money.com, on January 7, 2010, reported on the Conference Board’s macroeconomic research for 2010. Gad Lavanon, associate director, is looking for unemployment to remain at 10% or greater and doesn’t expect unemployment to return to pre-recession levels of under 5% anytime in the next six years. The National Association of Business Economics stated that 60% of companies don’t expect payrolls to return to pre-recessional levels until 2012.
ExecuNet’s Mark Anderson differs stating that their Recruiter Confidence Index in December 2009 revealed an “…anticipated increase in search activity [which] shows companies have started to expand their workforces after a long period of cutbacks.” He believes that executive employment is brightening and possibly rebounding in the next six months.
Which is it: robust or cautious executive hiring in 2010?
I wonder if it makes any difference.
After two years of going through a hard slog and wondering whether or not one will have a job in the next year, many executives that I talk with are dissatisfied with their jobs and ar e looking for greener pastures.
One poll I read recently said that 75% of employees hate their jobs. And another 10% to 15% are dissatisfied. With longer work hours, increased pressure to produce results, and little or no increase in compensation, many have had enough of the idea of being someone’s employee. If not for the healthcare problems in getting new coverage, many would have left their jobs a long time ago.
What’s the answer?
I believe a resurgence in entrepreneurialism is about to hit the economy in from 2010 to 2020.
Senin, 18 Januari 2010
ON 5S & TPM PRACTICES
26-27 FEB 2010, CHENNAI, INDIA
- 10 Expert dari negara-negara kawasan AFAAS, SAFAAS, and FOSAAS
- Key not Address dari Chief Executive perusahaan berkelas dunia
- 8 presentasi studi kasus tentang 5S ( Manufacturing/ Service Sector Industries)
- 4 presentasi studi kasus dalam TPM (perusahaan pemenang penghargaan JIPM)
* DEADLINE PENDAFTARAN 25 Januari 2010
* Endorsement Letter dari Local Alumni Society dapat diperoleh dari HAAI Jateng.
for further information
novia (Himpunan Alumni AOTS Indonesia Jawa Tengah : firstname.lastname@example.org
Mr. Singaravelu (ABK-AOTS DOSOKAI India) : email@example.com
Minggu, 17 Januari 2010
The 9 Essential Skills of Human Resources Management - How Many Do You Have?
Tuesday, July 18, 2006 9:40 AM
by Jay Schleifer
Category: HR Management
Check your inventory against ours and see!
When interviewing a potential new hire, it’s standard procedure for a Human Resources professional to assess the candidate as compared to a list of key skills and personal characteristics needed for the job.
In considering ideas to start our new HR Daily Advisor service, some at BLR thought it might be interesting to turn the tables on the profession, and come up with a list of such attributes for Human Resources professionals themselves.
In no way is this authoritative, but it is the opinion of people, including BLR Founder and Publisher Bob Brady, who’ve spent decades meeting with HR professionals, supporting their goals and reporting their achievements. You may agree or not with our assessments, but either way, we’d like to hear abou t it via the “share comments” link on this page.
That said, here goes:
Human Resources Management Key Skill #1: Organization
Human Resources management requires an orderly approach. Organized files, strong time management skills and personal efficiency are key to the Human Resources function. You’re dealing with people’s lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it won’t do to say, “Hold on. I’ll see if I can find it.”
Human Resources Management Key Skill #2: Multitasking
On any day, an HR professional will deal with an employee’s personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast and change fast, and colleague A who needs something doesn’t much care if you’re already helping colleague B. You need to be able to handle it all, all at once.
Human Resources Management Key Skill #3: Discretion and Business Ethics
Human Resources professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor officers’ approaches to employees to ensure proper ethics are observed. You need to be able to push back when they aren’t, to keep the firm on the straight and narrow. Not an easy responsibility! Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization.
Human Resources Management Key Skill #4: Dual Focus
HR professionals need to consider the needs of both employees and management. There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may cat ch flak because of it, but you know that explaining your choices might compromise confidential information. That’s something you would never do.
Human Resources Management Key Skill #5: Employee Trust
Employees expect Human Resources professionals to advocate for their concerns, yet you must also enforce top management’s policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned.
Human Resources Management Key Skill #6: Fairness
Successful HR professionals demonstrate fairness. This means that communication is clear, that peoples’ voices are heard, that laws and policies are followed, and that privacy and respect is maintained.
Human Resources Management Key Skill #7: Dedication to Continuous Improvement
HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation. And looking to their own houses, the HR prof essional also uses technology and other means to continuously improve the HR function itself.
Human Resources Management Key Skill #8: Strategic Orientation
Forward-thinking HR professionals take a leadership role and influence management’s strategic path. In gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to business growth, they provide the proof for the often-heard management comment, “People are our most important asset.”
Human Resources Management Key Skill #9: Team Orientation
Once, companies were organized into hierarchies of workers headed by supervisors. Today, the team is king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work.
Nine Skills, But Also One Caveat
As we listed these skills, one thing we didn’t do was try to prioritize them. Because no general list of skills can take into account the business strategy at your particular organization.
Which leads to the caveat we mentioned, as expressed by Bob Brady.
“HR is a creature of, and serves the business strategy,” Brady says. “It’s important for HR people to know what that strategy is and what makes the business tick so the approach to HR can be tailored accordingly.
“Never think of HR in isolation,” he advises. “Because if Human Resources professionals think of themselves as ‘just HR,’ that’s what the rest of the organization will think too.”
Selasa, 05 Januari 2010
It's the last day of 2009 and if you're not busy chilling the champagne, you just might be one of the many people spending the day dreading going back to work in 2010. That sinking feeling you get when you remember that the massive distraction that is the holiday season is almost over? It's a sure sign of work burnout. And don't think just because you've only been at this whole career thing for a few years you're immune from the malady. Even fledgling careerists need to watch out for burnout and have strategies to re-energize their excitement for work. Thankfully for the afflicted, Tai Goodwin is offering five ways to fight burnout on blog CAREEREALISM, and what better time to tackle your dangerous decline in motivation than at the new year? So what steps does Goodwin recommend?
Get Real: Acknowledge how you are feeling about your work-life.... The more you try to ignore how you really feel, the more anxiety and frustration you will feel about your situation.
Get Inspired: Find a book, audio CD, or MP3 – something that tells someone else’s success story and read it or listen to it.
Take Control: Are there too many meetings and tasks on your to-do list? Become a guardian of your time and energy by mastering your schedule. Limit the number of meetings you have a day... Set up a system for managing emails and prioritizing request.
Play a Different Role: Are you the team member that organizes everything? Or are you the ad-hoc tech support person for your team?.... Taking on a specific role within your team may have boxed you in. Whatever hat you normally wear –- take it off. Changing how you engage can change how you feel about your work and your colleagues.
Make a Plan: It can be really hard to stay motivated if you can’t see a light at the end of the tunnel.... Start putting together a plan for how you are going to escape or move into another role. It could mean going back to school, updating your resume for a lateral move within your company, expanding your professional network.
Personally, I'm a little unsure if the second suggestion to listen to others' success stories would be particularly motivational for me. It makes more sense to focus on what drives you and makes you feel energized, but otherwise Goodwin's list seems sensible. Would you add anything to it?
(Burnout image by Morigganfotografie, CC 2.0)