As Gallup has reported, only 30% of U.S. employees are engaged at work, and a staggeringly low 13% worldwide are engaged. Worse, over the past 12 years, these low numbers have barely budged, meaning that the vast majority of employees worldwide are failing to develop and contribute at work.
Gallup has studied performance at hundreds of companies and measured the engagement of 27 million employees and more than 2.5 million work units over the past two decades. No matter the industry, size or location, companies are struggling to unlock the mystery of why performance varies from one workgroup to the next. Performance fluctuates widely and unnecessarily in most companies, in no small part from the lack of consistency in how people are managed.
Organizations fail to choose the candidate with the right talent for the manager job a whopping 82% of the time. Virtually all companies try to fix bad managers with training. Nothing fixes a bad manager.
There's a reason for this -- authentic management talent is rare. Gallup's research shows that just one in 10 have the natural, God-given talent to manage a team of people. They know how to motivate every individual on their team; boldly review performance; build relationships; overcome adversity; and make decisions based on productivity, not politics. A manager with little talent for the job will deal with workplace problems through manipulation and unhelpful office politics.
Gallup's research also found that another two in 10 people have some characteristics of functioning managerial talent and can perform at a high level if their company coaches and supports them.
The fact is, real management talent exists in your company right now. Companies that use predictive analytics and intense development techniques for their managers will have the biggest advantage in the all-out global war for the best customers.
So, now that there is proof positive of the merits of advisory boards, how do you recruit them? In most cases, advisory boards are recruited by simply asking. Asking is done by the CEO, possibly other leaders in the company, to those he or she knows. On rare occasions do companies initiate a more formal process, such as engaging with a recruiter, although it would be remiss not to state that there are definite strategic advantages to going this route. Nevertheless, hopefully, candidates are proactively selected based on some objective criteria.
Don Dea's insight:
The final element to consider is whether and how to compensate an advisory board. In most cases, compensation is not a prerequisite; rather advisers participate because they are interested in the business, supportive of the mission or strategy or leadership. However, there is an argument for providing some form of compensation.
As advisory boards are often constructed in the early stages of a company, the compensation is usually in the form of equity. The typical range appears to be between 0.25% to 1.5% per adviser. As is the case with board directors, compensation is not the main motivator but can certainly add an element of formality and commitment to the relationship.
For anyone attempting to grow and develop a business, a well-constructed advisory board can be worth its weight in gold. The key to success is not only in the selection and recruitment of these individuals but in their engagement. The experience on all sides should be productive, intellectually challenging and dare I say, even enjoyable!
Executives can't transform their company's HR identity overnight, nor can they quickly erase HR's old reputation as a transactional personnel function. But four steps -- drawn from Gallup's observations of leaders across industries and sectors -- offer a solid approach to upskilling HR by focusing on improving talent and performance: 1) get better at leadership, 2) rethink training, 3) connect passion and purpose and 4) consider talent and culture when managing change.
Don Dea's insight:
Get Better at Leadership
To ensure a company's future success, HR professionals must support leadership development throughout the company and prepare future leaders faster. Upskilling leadership will require HR professionals to develop new skills themselves in the service areas they lead. HR professionals must learn how to use objective science rather than subjective opinion to help their business partners identify leadership talent early on.
Gallup asked boomer business owners how they feel about the entrepreneurial ecosystem in which they live and operate, and their responses may interest leaders trying to foster job creation in their communities. The challenges boomer entrepreneurs face are fairly similar to the ones that confront younger entrepreneurs: access to credit, availability of training and information and coping with regulations, among others.
Two-thirds of baby boomers (66%) who own businesses agree or strongly agree that they can easily think of people who would be great partners if they ever decided to start a business. This is a clear advantage that boomers likely have gained from decades of cultivating professional contacts through work.
Outside of social capital, though, boomer entrepreneurs are less likely to agree or strongly agree that information relevant to growing a business (47%) and entrepreneurial training and education (35%) are easily or readily available in their city or area. And about four in 10 agree or strongly agree that the city or area where they live is a good place to live for entrepreneurs forming new businesses (44%).
Boomer entrepreneurs also say there are two major obstacles to starting businesses in their area. Specifically, only 12% agree or strongly agree that government makes it easy to start or run a business, and only 9% agree or strongly agree that it's easy for anyone to obtain a loan to start a business in their city or area.
Consumers Trust Banks the Most, Social Networks or Apps Least
When it comes to keeping their personal information secure, consumers have much more trust in certain businesses than they do others. About nine in 10 consumers (91%) have a lot or some trust in their primary bank in keeping their personal data safe. Trust in bricks-and-mortar retailers (69%), health insurance companies (68%) and credit card companies (66%) lag behind banks considerably, as does trust in email providers and cellphone platforms (63%).
Consumers also have lower trust in their state government (52%) and the federal government (45%) in keeping their personal information secure. And they place the least amount of trust in social networking sites and applications, with only about two in 10 (23%) having a lot or some trust that these sites and apps will keep their personal data safe.
Reversing the negative net number of startups in the U.S. depends on discovering and developing potential entrepreneurs by supporting them with the information, tools and experiences they need to succeed.
Habits are the invisible architecture of everyday life. Research shows that each day, we repeat about 40 percent of our behavior, so our habits shape our existence, and our future.
Don Dea's insight:
In a nutshell, this framework distinguishes how you tend to respond to expectations: outerexpectations (a deadline, a “request” from a sweetheart) andinner expectations (practice guitar, get more sleep).
Your response to expectations may sound obscure, but it turns out to be very, very important.
Upholders respond readily to outer and inner expectations (I’m an Upholder, 100%)
Questioners question all expectations; they’ll meet an expectation if they think it makes sense–essentially, they make all expectations into inner expectations.
Obligers meet outer expectations, but struggle to meet expectations they impose on themselves (e.g., a journalist who can write for an editor but can’t work on a novel in his free time).
Rebels resist all expectations, outer and inner alike.
To discover your Tendency, and its implications for habit formation, take this Quiz. More than 55,000 people have taken it.
Bottom line? When it comes to changing our habits—and changing our lives—the most important thing is to know ourselves. Then we can make the choices that will allow us to succeed, even if we’ve failed before.
Be an early riser. The main reason operating rooms hum into action at 7 a.m. is tied to human physiology; the bodies of patients are better able to handle the stress of surgery at that time. “People are generally better off getting work done early in the day when we’re better prepared for stress and performance,” he says. “And getting a job done early frees you up later in the day.” Love what you do. Why wouldn’t you want to take ownership, responsibility and pride in what you do for a living? When you treat a job as only a means to a paycheck, you are missing the point. If your job isn’t the one you’d really love to have, don’t make it worse with a negative attitude. Instead, make it your own. Make it a point of personal integrity and principle to challenge yourself to achieve something every day. After all, 40 hours a week is a long time to stay anywhere.
Don Dea's insight:
Ask yourself: Did I really try my best? “I tried my best” is a common refrain from those who haven’t reached their goals. An honest response you can ask yourself is, “Am I sure?” This question is not about being overly critical. It’s simply about realizing that, if you had practiced or studied an extra 10 minutes each day, you would’ve been that much closer to your goals.
The role of Massive Open Online Courses (MOOCs) in management education is growing rapidly. These developments are part of the educational communities’ response to exorbitant tuitions, tightening budgets, limited class availability, and globalization. What are MOOCs and how can they help? Basically a MOOC, a recent development in distance learning, is a web-based course designed to provide “free” intellectual content on a global basis. A SOOC (Small Open Online Course) represents an important variation of a MOOC. Typically, SOOCs include direct instructor participation, but are still distributed on a wide-scale basis, albeit with smaller class sizes.
Don Dea's insight:
This is the “golden era” of learning, thanks to massive open online courses and easy access to information. This will be a global phenomenon we’re on the beginning of something very profound. Bill Gates
“This is not a theoretical book summing up research. Instead it is a personal chronicle of my experience in leading creative talent and delivering technology through developing human beings and of being equally impacted by them.” Many individuals come to organizational leadership positions having worked earlier in a technical specialty. This book offers wisdom and savvy for achieving success throughout that demanding transition.
Don Dea's insight:
Even though she holds a doctorate in a scientific field and has been a VP, she does not shrink from using the word “Passion,” a much-needed quality for business leaders in this reviewer’s opinion (Steve Jobs certainly evinced it in his historical career, as does Richard Branson today). A few of the passions she explores and enforces are: “Structure a Clear Organization,” “Provide Authentic Leadership,” and “Demand Excellence and Enrich Lives.” She introduces each passion with a brief section (“My Personal Journey”) that narrates how she herself dealt with that topic in her career.
If you work in an office, chances are you're sitting face to face and elbow to elbow with your coworkers. And while we're sure they're lovely people, that's just not for everybody.
Such is the bane of the open-office plan, which can now be found in 70% of offices. The idea sounds nice — breaking down walls to encourage collaboration and communication — but in practice it can be awkward, not to mention pretty damn distracting.
Enter the Brody, Steelcase's first desk meant to counter the emergence of the open-floor plan and provide some refuge for people who need a place to focus.
Watch the video up top to get a feel for it. It comes off as a new-age cubicle, offering some privacy and comfort while minimizing the surrounding distractions. You might not want to sit in it all day — it might feel a little cramped to some — because it's meant as an in-chair vacation, more for periods of intense focus.
New manager training is often focused on skill-set building, but for true leadership development to occur, programs also need to create mindset development, or the behavior change that is so critical to a leader’s success. Most organizations have company-specific skill development covered through in-house new-manager training focused on the organization’s internal business practices and processes, and some may also offer training in basic management skills, like budgeting and planning. But leadership training requires that new managers understand their connection to their organization’s strategy and gain the skills and experience to help them use that knowledge to inspire and focus their teams on the front lines every day.
For leading up, self-reflection can act as an early warning detection system when something feels uncomfortable or “off.” Through self-reflection, you become more honest with yourself: “Am I being resistant to change, or am I truly concerned?”
Don Dea's insight:
Without question, what happens at the top — priorities established, strategies set or changed — cascades throughout the entire organization. How can it be true, then, that anyone at any level can be a leader? The answer is by “leading up” (or “managing up”), a key part of values-based leadership that allows people to positively influence their boss or even the boss’ boss.
Leading up is especially important when companies are undergoing periods of dramatic or rapid change. During these times, feedback from across the team is crucial. Let’s look at a couple of examples from the headlines.
Animation studio DreamWorks has put in place a restructuring after spreading itself too thin over multiple platforms. Before the restructuring, CEO Jeffrey Katzenberg reportedly told investors, DreamWorks endured a “painful” period. Based on interviews with current and former employees, The Wall Street Journal reported that “workers of all ranks grew to have little faith in creative decisions, watching as fast changes forced expensive rewrites and schedule changes kept production budgets fluctuating.”1 You have to wonder: could that painful period have been shortened or made less excruciating if more people had “led up” to influence strategic direction?
That’s just what I’d suspected and feared: while I’m ha-ha-ing my way into middle age, younger people have coined a new laugh. Good for them. They’re “heh-heh”ing to professors who hear “hee-hee”ing; they’re being conspiratorial with fortysomethings confused by the terms of the conspiracy. I’m just glad we’re all having a good time. If you’ll excuse me, I’m off to watch “Hee Haw.”
Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.
Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.
But as many businesses have experienced firsthand, that flow of information isn't always smooth and seamless. When communication breaks down, the results can range from poor morale and strained relationships to missed opportunities and lost profits. Business leaders and experts shared a few of the most common points of failure in workplace communication:
Email overload. Employers and employees can get in touch via phone calls, text messages, chat services and social networks nowadays. And yet, across the board, most companies still use email as their primary method of communication. Phil Simon, business consultant and author of "Message Not Received" (Wiley, 2015), said that the average person receives 120 to 150 emails per day. While message delivery is typically reliable, he said, it's very likely that a person will misplace, delete or not even see a specific email, and therefore could miss a crucial piece of information.
he number of US proximity mobile payment users—where a proximity mobile payment is a point-of-sale (POS) transaction made by using a mobile device as a payment method—will reach 22.6 million in 2015, up 41.7% year over year but representing just 12.7% of smartphone users. By 2018, more than one-quarter of smartphone users, or 57.0 million people, will make a POS transaction via mobile.
LinkedIn continues to live up to its business-to-business (B2B) reputation, based on recent research. In March 2015 polling by Regalix, LinkedIn ranked as the No. 1 social media site used for product launches among B2B marketers worldwide, cited by 81%.
Don Dea's insight:
Twitter, which landed in second, trailed by 10 percentage points, while Facebook and YouTube tied for third, at 54%. Google+, SlideShare and Pinterest didn’t even come close. In 2014 research by the Content Marketing Institute (CMI) and MarketingProfs, LinkedIn ranked as the most-used social media platform for distributing content among B2B marketers in North America, at 94%. And that usage was well deserved, as the social platform was also the most effective. - See more at: http://www.emarketer.com/Article/Going-Market-LinkedIn-B2Bs-Social-Go-To/1012418#sthash.oGiunMCV.dpuf
Invest in technology platforms that evolve. Resist the temptation to jump on the latest technology bandwagon before you have a long-term strategic plan in place. Hold off on making significant technology investments until you’re equipped with a sound vision and strategic plan. Sure, much of this seems commonsensical. But you and I know that common sense is one of the most uncommon things around. And yes, these seven success factors are true for almost any solid strategy. But by following these seven characteristics of success social businesses, you can and will immediately change course from just another brand, social or digital strategist trying to make sense of social media and instead demonstrating the relationship between business objectives, social technology, and the people in between.
In a world where everyone is clamoring for attention, it’s increasingly essential to stand out. We need think strategically about how to become recognized for deep expertise in a given niche (creating content, taking on leadership roles, etc.), and then expand into nearby areas from there. Once you’ve become a trusted source in one realm, it’s far easier to leverage that toehold and become a recognized thought leader across the board.
We identified four key capacities that we found inside organizations with unusually strong organizational cultures that aligned with the approach of the Millennial generation to leadership and management: - Digital - Clear - Fluid, and - Fast.
Whenever you get asked this question during an interview, it's impossible to not feel like it's a trap. What other answer can you possibly give for, "What are you looking for in a new position?" other than, "Everything this one offers?"
Well, it depends on the humor of the hiring manager, but in general, that's probably not your best option. To play it a little safer and to be thorough, follow these four steps. Remember, you want to be honest, but diplomatic.
1. Start with your skills
The question is about you, but you need to think about it from the hiring manager's perspective. Sure, you'd love for your new position to pay extremely well, have an effortless commute, and ensure access to nap rooms during all work hours, but that's not going to impress anyone. Instead, dive into your skills — an area the hiring manager is sure to care about — and talk about how you're looking for a place where you can use them.
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Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
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Creating engaging newsletters with your curated content is really easy.