If you lead them, they will follow!
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If you lead them, they will follow!
Traits today's leaders "must have" to survive and lead without self-destructing
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Why Good People Can't Find Jobs -- What You're Up Against - Vault: Blog

Why Good People Can't Find Jobs -- What You're Up Against - Vault: Blog | If you lead them, they will follow! | Scoop.it

There's a serous disconnect between companies and potential employees in the United States—one that may be holding our entire economy back. And, contrary to the conventional wisdom, it's a problem that has been caused—and can only be cured by—companies. So says Peter Cappelli in his 2012 book Why Good People Can't Get Jobs. 

 

In Cappelli's view of the state of the modern employment landscape, there are several issues preventing companies from finding the talent they need—and none of them are related to the conventional cries from businesses and the media about a lack of talent in the pool, or the failure of the American education system to turn out people with appropriate skills. 


Via Martin Gysler
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Jacob Maddox's comment, May 11, 2013 10:35 PM
Cappelli's view is right on. The HR systems of most US companies, which could be also said of global international businesses is riding the fast train to failure. Computers will not allow a fantastic potential employee to get in front of the decision makers of the position, if their resume does not match the computers screening process. In my opinion we need to get back to old fashioned screening of meeting either in person or through live web session to analyze and determine the capacity and skill sets that matter to the company.
Martin Gysler's comment, May 12, 2013 5:07 AM
Jacob, your opinion is the same as many people in the world. Maybe someone will hear you ;-)
Veenaga Bhushan's curator insight, June 5, 2013 9:39 PM

Good people never go merry go round to make their immediate destiny, they wait for the person, who identifies the diamond when it is in the core.

 

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Meditating Your Way To More Effective Leadership

Meditating Your Way To More Effective Leadership | If you lead them, they will follow! | Scoop.it

 

The Drucker School of Management and Wharton Business School both offer courses in mindfulness meditation. Virginia Tech is sponsoring "contemplative practices for a technological society," a conference for engineers who integrate contemplative disciplines into their work. Google offers courses in meditation and yoga

 

Aetna, Merck, General Mills--the list goes on--all are exploring how meditation can help their leaders and employees agilely thrive in today's fast-paced business environment. And the benefits are widely publicized: sustained attention span, improved multi-tasking abilities, strengthened immune system, increased emotional intelligence, improved listening skills...And there is science behind such claims.


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Jem Muldoon's curator insight, February 15, 2013 4:15 PM

When top business schools highlight the importance of mindfulness with courses for future leaders, we now have precedence for including it in educational leadership training.

Ivon Prefontaine's curator insight, February 15, 2013 7:01 PM

I like the ideas that mindfulness is combined with Peter Drucker's work and that large companies are looking at meditation as something that will benefit employees.

Lauran Star's curator insight, March 19, 2013 11:43 AM

What really happens when we meditate? How can such a simple act of sitting still actually cultivate agile, talented leaders? Read this article to learn more.

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Social Business Culture is winning in the Competitive High Tech Business, Change Leader

Social Business Culture is winning in the Competitive High Tech Business, Change Leader | If you lead them, they will follow! | Scoop.it

"Social business culture wins again in the competitive high tech world, with collaboration and tremendous employee and client loyalty to prove it."

   

This is one of the smarter change/culture pieces of read recently, with good stats and means.  It's a Forbes piece on collaborative culture by Christine Comaford, contributor.  Here collaboration is NOT a myth or buzz word,  rather it appears to be in full practice and working quite well, thank you!  ~  Deb

   

Excerpts:

   

Stats on Enterasys:  One of the fastest growing networking companies in high tech:

 

Produced 3 years of consecutive top-line year-over-year revenue growth Grown 25% of sales from new customers Had less than 5% annual employee attrition Has a Net Promoter Score of 81 – NPS score is not a typo     Their tools used include Salesforce.com’s Chatter, Twitter, Facebook to accelerate business via connection & collaboration.     

_________________________

   

A ‘social’ executive sponsor must be S.O.C.I.A.L. – sincere, open, collaborative, interested, authentic and likeable.

   

_________________________

   

Vala Afshar, Enterasys’ Chief Customer Officer says it is because the company is a social enterprise featuring their collaborative and customer focused culture thriving in this highly competitive market.

   

Samples of the tenents of their culture building & sustaining:

   

1. Define a meaningful purpose

    

Social collaboration is not about social media. It is about the purpose of collaboration and execution. A strong culture is based on tenants of transparency, accountability, execution velocity, and mass collaboration.

   

2. Ensure simplicity and user experience

   

Key:  social technology selection criterion must be “ease of use” for both the employee and customer experience => highly dependent on seamless integration, ease of use, and alignment to existing workflows.

   

3. Have a ‘social’ executive sponsor

   

The executive must be S.O.C.I.A.L. – sincere, open, collaborative, interested, authentic and likeable. The executive sponsor must be actively engaged and enthusiastically willing to promote inter-departmental collaboration. Influence and likeability are key success factors.

   

_________________________

  

[Don't] force collaboration, [instead offer] encouragement and invitation to growth.

   

_________________________

   

6. Create social collaboration functional groups

   

Pre-establish a group representing various functions - a social collaboration team, including a Social ELT members (marketing, sales, services, IT, engineering – extended leadership team), who represent various functions, can do this at the beginning. Within lines of business, it is more likely that employees will collaborate.

 

Once comfortable collaborating internally, connections will begin to establish outside the lines of business.

   

8. Measure adoption

   

Celebrate and recognize power collaborators and how they are positively impacting business objectives. Recognize the most followed, the most posts and even potential for training opportunities. [Don't] force collaboration, instead offer encouragement and invitation to growth.

   

10. Passionately embrace change and have fun

  

Social collaboration is ...most of all it is about enjoying the people your work with and the work that you do. Have fun growing mindshare and your business.

    

Source:  http://www.forbes.com/sites/christinecomaford/2012/06/19/if-you-are-not-social-you-will-shrink-10-steps-to-becoming-a-social-business/

 

 


Via Deb Nystrom, REVELN
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Companies are embracing meditation to train better leaders, one breath at a time

Companies are embracing meditation to train better leaders, one breath at a time | If you lead them, they will follow! | Scoop.it

The goal of the Executive Mind class is to teach students to pay attention — to what's happening around them as well as to emotions arising within them — so that they can react more skillfully in any situation. That awareness can help budding managers motivate difficult employees and tackle work challenges without becoming scattered, frustrated or worn down.

 

Although meditation has ancient roots, modern scientific research on its effects has mushroomed over the last decade. There are now hundreds of published studies showing that the adult brain is actually quite malleable and can be rewired for more happiness and calm.

 

Research on the brains of meditators has documented neuron growth in the hippocampus — which is involved in learning, memory and emotional control — and the right anterior insula, believed to be involved in awareness. Studies using functional MRIs have recorded change in other parts of the brain as well after just eight weekly mindfulness classes and daily practice averaging just 27 minutes.

 

That's important, because many scientists have concluded that our brains are largely wired to avoid danger. So a scolding by the boss or getting passed over for a promotion triggers parts of the brain that give rise to fear and anger. Getting to the good stuff like creativity, empathy and teamwork requires engaging other parts of the brain, but that can happen only if employees feel secure.


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The Mindful Way's comment, April 13, 2013 3:57 PM
This is such important work to be bringing to the business world!
Pamir Kiciman's comment, April 13, 2013 3:59 PM
I agree. Business seems to endure as a powerful model in society. Since that is so and 'business' is in a leadership position, the more awake it is the better!
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Wasting talent reduces profits!

Wasting talent reduces profits! | If you lead them, they will follow! | Scoop.it

Mathematicians and other rational people will ask if this produces any extra profit.

 

Van der Lee: “Willliam A. Schiemann (2009) has established a number of hard number observations based on very wide research. These findings are described in his book Reinventing Talent Management, How to Maximize performance in the new marketplace.

 

Schiemann demonstrates among other things that in organizations in which Strategy, Culture and Talent are aligned to each other (so called Highly Aligned Organizations) profit can double with respect to the competition.”


Via AlGonzalezinfo
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AlGonzalezinfo's curator insight, January 3, 2013 7:41 AM

Richard van der Lee writes a compelling article on the value of maximizing staff member talent:

 

Enough of excuses such as ‘it takes time,’ ‘it is unprofitable,’ ‘it is the responsibility of HR,’ ‘we already pay enough staff expenses.’ “By utilizing talents that are relevant at that moment for market developments, organizations can align with the market more dynamically.


It is kicking at an open door when you conclude that utilizing talent, on the basis of the previously formulated definition, results in both customer satisfaction and an increase of satisfaction amongst employees, allowing organizations to take a lead over the competition with consequent improvement in (financial) results” Van der Lee states.

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Managing Leadership Change: the Transition to a Social Business, New Experts May Emerge

Managing Leadership Change: the Transition to a Social Business, New Experts May Emerge | If you lead them, they will follow! | Scoop.it

"What's working in social business in 2012? Tech sales, marketing and the speakers circuits are doing well. Implementation and organizational change are lagging behind.  New leader & experts may be emerging in the gap."

 

There's helpful context in this piece in understanding social business in 2012, now that social media is becoming mainstream.   Transparency reigns.  Traditional organizational structures will not be able to keep up.

 

Excerpts:

 

______________________

 

...new leaders and experts may emerge, as it takes different leadership and an understanding of networks to support a social business.

______________________

 

 

...Pervasive connectivity changes organizational power structures, though the full effects of this take time to become visible. From a transparent environment new leaders and experts may emerge, as it takes different leadership and an understanding of networks to support a social business.

 

...Interconnected people and interlinked information flows, and these will bypass established structures and services. Work gets more democratic as it becomes visible to all.

 

Agile social businesses need people who can work in concert on solving problems, not waiting for direction from above. Management must ask: how can we help you work in this transparent environment? 

 

______________________

 

Changing to more social behaviors takes time, but most of all, it takes trust.

______________________

 

 

In social networks we often learn from each other; modelling behaviors, telling stories and sharing what we know.  While not highly efficient, this is very effective for learning.

 

There is a need to model the new behaviors of being transparent and narrating one’s work.

 

Social business also requires power-sharing; for how long will workers collaborate and share if they cannot take action with their new knowledge and connectivity?

 

Changing to more social behaviors takes time, but most of all, it takes trust.

 

Once social technologies have been installed, modelling new work behaviors becomes the main organizational challenge.

 

Sources:   By @hjarche via @charlesjennings


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