What’s preventing employees from speaking up? Whenever there is a consistent pattern across an organization it is a safe bet that an underlying factor is the culture. In this case, there was a strong value placed on politeness. Many interpreted speaking up as questioning or challenging someone publicly, which was not only considered impolite, but also disrespectful. There was a belief that these kinds of conversations shouldn’t be happening, and if they did they should be held behind closed doors.
Cultural norms like these are powerful forces that can unintentionally keep constructive conversation in the shadows and encourage people to stay quiet instead of speaking up. Yet as a leader, you can create the conditions that will empower people to speak up when it matters most – despite the pull of a culture that encourages silence.
The two things people need to believe in order to speak their mind The first thing your people need to know is that you welcome diverse opinions and perspectives. Assure employees that you are open, ready and willing to hear bad news.
The second thing your people need to know is that t
The key learning in that story is, we’ve got all kinds of great mantras and philosophies that we all live by. But we don’t realize that many times, those mantras perpetuate this ineffectiveness. The one that we talked about with that particular story is the mantra of the Golden Rule: We should treat others as we want to be treated. That is a reflection of one of the ineffective [phases along the] five stages of development.
Why is that ineffective? Because it’s based on just this teeny, tiny assumption that the whole universe wants to be treated the way I want to be treated. That’s not the case. We’ve got to learn how to treat others as they want to be treated, which is the Platinum Rule.
“What’s your opinion?” All employees want to feel that their opinions are valued. By asking this question of team members frequently, you’ll help bring a greater diversity of ideas to the table. Posing this question to specific individuals at meetings will help spark dialogue about ideas that need to be hashed out. “I need your help.” Rather than issuing demands, come to employees with a request. Let them know that you need (and appreciate) their skills to get the job done. They’ll take much more pride in their work when you frame requests in this way. “What drives you?” Great leaders want to know what their employees are passionate about. They want to know what energizes them, what motivates them to do their best each day. This knowledge helps them to delegate work appropriately, so each employee has the chance to do more of what fuels her. Plus, finding out what employees are passionate about will aid you in succession planning, preparing them to take on more responsibility in that area.
Hype notwithstanding, the IoT is here, and it's impacting virtually every sector of the economy. "In 2017, the internet of things will continue to be an accelerator for innovation and change," states Frank Diana, principal, Future of Business at Tata Consultancy Services. "It will become the foundational piece of several emerging future scenarios: autonomous vehicles, smart homes, smart cities, connected health care and an energy internet."
Diana adds that the IoT "will continue to blur the lines between the physical and digital worlds" and will drive new conversations and ideas across horizontal ecosystems. This "will require cross-industry stakeholders to collaborate, create and capture value," he notes.
Meanwhile, Craig McNeil, IoT practice lead at Accenture Mobility, part of Accenture Digital, states that "2017 will be the year for competitive advantages in IoT. It will be the year when those companies that start to implement it on a larger scale define their competitive advantage." By the end of 2018, he expects that many companies will have implemented at least one IoT pilot, if not more. These will range from "small, limited experiments to larger scale roll-outs in their business."
effective ways you can boost your self-esteem: 1. Understand your environment
\When I was transferred to a new city or squad, the first thing I did was identify the top performers. I learned the secrets to their success, from their interactions with colleagues in the office to the way they conducted their investigations in the field. Troubled relationships with supervisors and colleagues can easily destroy even the most talented person’s confidence. If you have relationships that are troubled, try to identify when/where/why it happened and if there is anything you can do to get things back on track. How to make it work for you: Take the time to study your environment, especially the people with whom you work. Educate yourself on how to recognize different personality types so you more easily identify what makes the people around you tick. 2. Find a mentor
After I identified the top performers on my squad, I made them mentors. The toughest nut to crack was a group of 4 male agents who hung around together and had all the best cases assigned to them. They were an exclusive club so I labeled them “The Gang Of Four.” Trying to become one of them was laughable, but I knew I needed to mirror their approach to working counterintelligence cases. They would die of shock if they knew I considered them to be my mentors, but they gave me the perspective I needed if I wanted to be confident—and successful.
Finally, I gave up my management role and became a staff writer, and became instantly happier. Of course, it wasn’t just for social reasons, but I soon realized that my personality is just too neurotic to be an effective boss — or a happy one. (Being a writer, on the other hand, rewards neuroticism. Or at least neuroticism is more at home here.) Now I could go out for drinks with my co-workers and not have everyone expect I’d pay for them with my corporate card. I was immediately privy to important office gossip via text. Maybe most important, I was invited to the wedding of someone who had formerly reported to me — and I didn’t have to worry that she had invited me out of obligation. She invited me because I wasn’t just her old boss. I had become her actual friend.
What they have in common is how often incumbents find themselves on the wrong side of a big trend. No matter how strong their ingoing balance sheets and market share—and sometimes because of those very factors—incumbents can’t seem to hold back the tide. The champions of disruption are far more often the attackers than the established incumbent. The good news for incumbents is that many industries are still in the early days of digital disruption. Print media, travel, and lodging provide valuable illustrations of the path increasingly more will follow. For most, it’s early enough to respond. (For a quick guide to assessing your organization's position in the digital disruption journey, see "Digital disruption: A discussion guide for incumbents." [PDF-7.6MB])
What’s the secret of those incumbents that do survive—and sometimes even thrive? One aspect surely relates to the ability to recognize and overcome the typical pattern of response (or lack thereof) that characterizes companies in the incumbent’s position. This most often requires acuity of foresight3 and a willingness to respond boldly before it’s too late, which usually means acting before it is obvious you have to do so. As Reed Hastings, the CEO of Netflix, pointed out (right as his company was making the leap from DVDs to streaming), most successful organizations fail to look for new things their customers want because they’re afraid to hurt their core businesses. Clayton Christensen called this phenomenon the innovator’s dilemma. Hastings simply said, “Companies rarely die from moving too fast, and they frequently die from moving too slowly.”4
Digital must be measured based on customer outcomes.2 Traffic, visits, time spent, page views: these are not outcomes. In the offline world, when you say you visited the dentist it implies you got something done with your teeth. Would a dentist measure success based on the number of visitors they had asking for directions to the tourist office, or who had mistaken the dentist with the butcher next door?
Another reason the Basic’s page was seen to not be working was because of the very high bounce rate, which was around 70 percent. According to Google, a bounce rate is “the percentage of visitors to a particular website who navigate away from the site after viewing only one page.”
A bounce rate can be a good thing if the page you visit contains the answer you need, but the Basic’s page did not contain specific answers. Added to this, analysis showed that when people arrived at the page, they rarely scrolled down, instead leaving quickly.
The feedback from visitors also indicated problems: “There appears to be no information about giving notice to your employer” “The paragraph doesn’t tell the client much about what action they can take over bullying”
Individual fake focus arises from how we see ourselves. Our lack of an accurate point of reference will more than likely negatively impact our results, as mentioned previously in the bicycle example.
Do you see yourself accurately?
Most of us have an inaccurate view of our abilities, capacity, thinking, and experience. A deficiency in any of these areas may contribute to our lack of success. Often when we are less that successful, we end up judging ourselves based on our intent rather than our actual performance. When we do this, we lose the opportunity to learn from our mistakes and make needed changes or improvements. Unfortunately, good intentions do not equate to good results.
Do your stories substitute for your results?
When we don’t achieve the results we want, we often invent a story as an explanation for our lack of results. The more we tell ourselves these stories, the more we come to believe them. While our stories often serve as the justification for our lack of results, they do not help us to objectively identify what we need to change to improve. Thus our stories hinder us from an honest exploration of the field of possibilities. Such behavior keeps us drinking from the same fountain, while ignoring the vast ocean that is before us. A story, no matter how good it may be, is not a substitute for results.
Be a shepherd. You know how things get done. Whether your company is loosely organized or big on formal processes, you have learned how to navigate the steps necessary to get the resources you need, achieve buy-in from stakeholders and make things happen. As a leader, the next step is to guide others through those secret and not-so-secret moves required for success. Relationships are critical to great leadership, so help set others on a similar path. Be a mentor. As a manager, sometimes it can be all-consuming just making sure the day-to-day tasks get done. It can be tempting to focus any remaining energy on the underachievers, making sure they get the skills and motivation they need to get up to speed. Inspiring others to become great leaders, however, requires that we spend time mentoring the rising stars on the team – making sure they have the tools they need to grow and achieve. Be an investor. We may be lured into spending training dollars, development days and our precious attention on minimum skills and basic knowledge. Instead, consider who on your team could benefit from executive coaching, leadership conferences or in-house opportunity. Investing your own and the company’s time on the best and brightest can be as simple as allowing them to work with the bigger players in your organization -- high-profile projects, committees or even presentations you might otherwise do yourself. Invest in your employees' futures and watch them grow.
The vast majority of global technology managers and professionals describe their organizations as innovative, according to a recent survey from Harvey Nash. However, tech innovation arrives at a possible cost to IT careers, as a significant number of survey respondents think that automation will render at least some of their skills redundant within 10 years. In fact, the deployment of automated tools will increase to a point at which most IT pros feel they'll have to learn new skills to avoid job consequences. "Through automation, it is possible that 10 years from now, the technology team will be unrecognizable in today's terms," said David Savage, an associate director for Harvey Nash U.K. "Even for those roles relatively unaffected directly by automation, there is a major indirect effect: Up to half of their work colleagues may be machines by 2027." The findings cover a wide range of other technology topics, including big data analytics, workplace goals and the most influential tech companies in the world, and we've included those responses here. An estimated 3,200 global technology managers and professionals took part in the research.
Many driven people will say that their fears are how they motivate themselves. And that’s true. But as a strategy, it is a poor one. The negative consequences of this strategy include: Sacrificing your health, relationships, and enjoyment of life, Developing addictions, Cutting corners and resorting to shady ethics Damaging anyone or anything in your way. There’s a better way -- a better strategy that preserves the energy and desire to achieve but without the negative consequences. When you decide to stop running and to turn and face your inner demons, you can shift from the driven to the driver of your life. As you develop your inner mastery, you: Develop a deep sense of self-worth independent of external circumstances and opinion, Realize that failure is natural and unavoidable and that it doesn’t define you, Come to terms with a realistic assessment of your capabilities, and Cease to make your income and achievements the currency of your worth. When you become the driver of your life’s chariot, the horse that pulls you forward is your purpose and passion. These are far more powerful and sustainable sources of energy, enthusiasm, adaptability and conviction. They also invite others on the journey with you rather that running them over or dragging them behind you.
1. Reframe balance and remove the notion that you will never achieve it.
The way we traditionally think of balance doesn’t always work in the reality of our lives. Redefine it and realize that not every piece of your pie will be equally proportionate. At different times, you will find focus needs to be greater in certain areas. If you realize that you don’t like the way your pie is sliced, the key is to take steps to put yourself into an accountable, solution-oriented mode.
2. Consider what behaviors or actions you’re demonstrating that have gotten you here. Ask yourself the following questions:
• Am I saying yes to more than I can realistically handle? • Am I doing work others should be doing because I think I do it best or because I haven’t provided clear guidelines ? • Am I causing myself more work because I’m not being inclusive or aware of the input needed from others to move a project forward or make a decision? • Am I placing other people’s expectations of my time over my own?
Success comes when you understand the businesses you’re working with. That means understanding revenue trends, news, alerts, data, and feedback from other companies that have worked with those businesses. Enter the business relationship graph.
As a CEO, you should make sure that you’re getting the macro view of all the relationships your company’s various teams manage. Nothing should ever slip under your radar. Most businesses don’t have a way to keep track of their business relationships, which leads to costly, distracting mistakes that could be avoided if decision makers had access to broader news and insights.
Monitoring your business relationships provides detailed layouts of the companies you work with, opportunities for growth, potential alternative vendors or suppliers, and competitors’ recent comings and goings. Here are three tactics CEOs can use to easily incorporate this habit into their best practices:
Review the Security Posture and the Threat Environment
Companies need to review their current security posture and threat environment on a regular basis. It’s also crucial to have mechanisms in place for continual improvement. The technologies involved in cyber-security threats and countermeasures are on a very steep growth curve, making it hard to predict what targets will be breached, how they will be infiltrated and why they are appealing to hackers.
Looking across the horizon, directors may find it useful to develop multiple breach scenarios, assess risk levels, and calculate the comprehensive cost of projected damages before cyber-insurance amounts are decided.
Currently, most policy premiums are based on self-assessments. The more accurate the information provided in your application, the more protected your organization will be. Most policies stipulate obligations the insured must meet in order to qualify for full coverage. These stipulations vary across insurance companies, so be sure to read the fine print and seek expert advisement.
Consider that being consistently late sends a very loud message, not just about your reliability, but about your lack of respect for and commitment to the other people who have to wait for you. This includes those times when you ask someone to meet you in your office. Don’t keep people waiting by finishing up that last email or lingering on a phone call. Be ready when people show up to meet with you at the time you said you would be ready.
Note also that if there is a pattern of people showing up late in your organization, you do not get a free pass from this one. Showing up consistently on time in an organization that has this costly habit is an opportunity to lead by your actions. Why not take advantage of the opportunity?
We use the excuse of having to go to so many meetings or back to back meetings not only as a reason for being late, but for not preparing adequately. As John Wooden said: “failing to prepare is preparing to fail.” It also wastes people’s time, including yours. If you waste my time, how likely am I to trust you with something else that matters to me?
If you have an issue with someone, work it out with them. From what I have seen, there is way too much gossip occurring under the guise of venting. What’s the difference? When you vent you actually have a commitment to working things out with the person with whom you have an issue. Venting is one thing you do to prepare to have what could be a difficult conversation. Gossiping is venting without commitment. Besides, what message are you sending to the person you are gossiping to? They may be left wondering if they will be next.
“What can we achieve?” Asking this question will help team members develop a common vision for a project. To ensure the best chance of success, all team members must believe in the vision. Posing this question will reveal areas where people lack confidence and problems that need to be addressed. It will also help to define a realistic goal, as team members’ distinct areas of expertise will give them important input about what you can accomplish together. “What can I do better?” This question is one of the most important (but often overlooked) phrases used by great leaders. A great leader welcomes constructive feedback about her performance. Asking this question rather than passively waiting for feedback makes it feel safer for employees to share their input. In turn, the leader has the opportunity to strengthen her performance based on this feedback. “Thank you.” It’s easy to say “thanks” in a brusque way, but sharing genuine gratitude requires more thought. Say exactly what you’re thankful for, in a moment when you can focus your full attention on sharing your appreciation. Make eye contact and smile, which will give greater emphasis to your words. And whenever possible, share your thanks in front of others on the team, so team members will come to notice and appreciate each other’s strengths more. “What’s your opinion?” All employees want to feel that their opinions are valued. By asking this question of team members frequently, you’ll help bring a greater diversity of ideas to the table. Posing this question to specific individuals at meetings will help spark dialogue about ideas that need to be hashed out.
What will be different about the firm of the future?
Our experience with clients in many industries around the world points to five emerging themes for leadership teams: scale and customer intimacy; professional managers vs. mission-critical roles; assets vs. ecosystems; capital gets a reset; and Engine 1, Engine 2. In each area, we see many examples of change today, but we view these merely as green shoots compared with what may come next.
Scale and customer intimacy
Some companies become synonymous with an era and help to define its characteristics. General Motors—the first company to create a multidivisional structure—exemplified the “professional management” era. GE, with its stock price rising nearly fortyfold under Jack Welch, typified the shareholder primacy era. Today, it is tech-based disrupters such as Google, Facebook, Tencent, Tesla, Alibaba and Amazon—as well more established companies like Vanguard, Starbucks, Haier and LEGO—that symbolize the emerging era. In their own ways, they each exemplify a new firm objective: to compete using the benefits of scale and the benefits of customer intimacy.
This is a change from the past. A long-held central belief of strategy has been that you can be big and low cost, or you can be focused and differentiated—but not both. We have studied dozens of industries and found practically no correlation between scale leadership and leadership in customer advocacy. In fact, sometimes it’s an inverse relationship—that is, the bigger the firm is in its industry, the less likely it is to be the customer advocacy leader. But what if you could drive scale and experience and, at the same time, learn quickly what customers want and react to their changing preferences? Today, new technologies and analytic techniques are making it possible to minimize or eliminate the traditional trade-off.
Despite the hype around new enterprise toys like virtual reality, interactive store displays and voice-command interactions with devices, roughly 70 percent of consumers in the IBM survey said they found those experiences disappointing.
“Technology has always been the bright and shiny,” IBM’s Carolyn Baird, global research leader for IBM Institute of Business Value, told CMSWire in an interview. “It’s always had that appeal. People felt that way about websites in the '90s — 'Oh my gosh, everybody’s online and we have to be there' — and we saw that with social, too.”
Now it's the same for digital, she said. We make sure we have digital alternatives for everything. But simply building digital customer channels for the sake of well, building them, is a large risk. We can't just hope to catch a few customers on these channels. It's digital fishing.
“We have to ask ourselves: how do our customers really want to interact with us?” Baird said. “And there’s also a really fundamental question: what would make someone who has been doing things with you for years and years suddenly shift?”
One of the most important decisions that we need to make when we are creating a speech is to determine what impact we want to have on our audience. Are we going to be talking about something that will be happening way off in the future (global warming) or something that is happening right now (more funding for our schools)? If what we are talking about has not happened yet, then we can get away with using big, vague terms to attempt to inspire our audience. However, if what we are talking about requires immediate action on their part, then we will be better served by using concrete nouns and action verbs.
Our goal here is to help our audience picture what the future could look like if they were to take action to implement what we are talking about. This means that our words have to help them to create very vivid mental images of what this future could look like. In order to make this happen, you need to describe what you are talking about in such vivid detail that your audience will be able to clearly picture it. If you can make this happen, then it will be more powerful than the best slide that you could possibly present to them.
With most organizations looking to increase investment in their mobility efforts in 2017, cloud integration is emerging as a must-have IT mobility capability, according to a recent survey from DMI and Clutch. Companies are also proactively pursuing mobile device and mobile app management, in addition to internet of things (IoT) integration, findings reveal. And to make sure the device deployment doesn't lead to security breaches and other problems, organizations are coming up with a policy creation and enforcement plan. Through such measures, they're reaping the rewards of greater employee productivity, data access, sales, internal communications and data capture. However, they still struggle with device management challenges, as well as employee training gaps. Through continued collaboration with users, CIOs and other IT leaders hope to resolve these issues, while fostering an enterprise mobility environment that maximizes the benefits of the cloud, the IoT and data tools. "We have seen the way mobility has grown in the enterprise," said Varun Dogra, CTO of DMI. "Initially, it was about device security and accessing emails. Now, enterprise mobility is more about applications and data. It's mobile-first, cloud-first everywhere." More than 580 U.S. IT decision-makers took part in the research.
The exceptional group includes some leaders who managed remarkable performance in part due to unusual circumstances, for example, by guiding a company through bankruptcy proceedings and then returning it successfully to the public markets. It also includes CEOs who were able to deliver the highest returns through strategic repositioning and operational discipline over many years, within more normal industry and economic conditions. Overall, the exceptional CEOs were neither more nor less likely to be found in particular industries, to lead companies whose size differed from the mix in the broader S&P 500, or to join particularly high- or low-performing companies. Here are three lessons that emerged from close scrutiny of these exceptional leaders.
What makes a good culture – even more importantly than a foosball table in the break room and skateboarding in the hallways – is a company’s people. Finding good people is why a hiring pro-cess that considers how a candidate will fit into the culture is essential.
Finding out if a candidate is a good fit for your company’s culture goes beyond a resume and interview. The process of determining fit requires a hiring process that delves deeper into the heart of the candidate. What drives and needs do they have, at what types of jobs will they likely excel, and how is best to manage and communicate with them?
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