Talent and Performance Development
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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Flirting & Play: The Most Productive Way to Develop as a Leader | HBR

Flirting & Play: The Most Productive Way to Develop as a Leader | HBR | Talent and Performance Development | Scoop.it

"Think of [leadership] self-improvement as play, not work."

    

One of the biggest reasons we don’t stretch beyond our current selves is that we are afraid to suffer a hit to our performance. A playful posture might help John, [the case study shared] feel less defensive about his old identity [as if] he’s just practicing his bad swing.

______________________
   
 “people tend to flirt only with serious things — madness, disaster, other people.”

   

_____________________

 

     

Play generates variety not consistency, it allows our “shadow,” as Carl Jung called the unexpressed facets of our nature, fuller expression. John might, for example, sign up for some new projects and extracurricular activities, each a setting in which he’s free to rehearse behaviors that deviate from what people have come to expect of him. He’s not being mercurial; he’s just experimenting.

    

Psychoanalyst Adam Phillips once said, “people tend to flirt only with serious things — madness, disaster, other people.” Flirting with your self is a serious endeavor because who we might become is not knowable or predictable at the outset. That’s why it’s as inherently dangerous as it is necessary for growth.


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Deb Nystrom, REVELN's insight:

This brilliant, researched post highlights the dramatic change from the straight, and therefore narrow view of performance, vs. play to

  • 1) "borrow from different sources" creatively, to 
  • 2) be in a learning orientation, and 
  • 3) "generate variety." 

     

In a VUCA world, full of complexity and ambiguity - this can take the edge off the terror of perfect performance, an unrealistic goal in many business situations far beyond performing live on the stage in the arts, but not unlike the "improv" where audience reaction is the immediate feedback system to help gauge success.. ~ Deb

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Develop your Talent, Sponsor a Workshop during International Coaching Week in May

Develop your Talent, Sponsor a Workshop during International Coaching Week in May | Talent and Performance Development | Scoop.it

Experience timely, current workshop topics  during International Coaching Week ~  May 19-25, 2014  - sponsored by the International Coaching Federation (ICF).

Coach Café Ann Arbor is offering to selected local leaders pro-bono workshops and coaching from some of the top coaches in the Ann Arbor and South East Michigan area (Flint and Detroit included.)
 

Why? We want to create awareness of the return on investment of coaching, as well as offering to you new educational partnerships in a win-win opportunity.  


______________________
   
We must always change, renew, rejuvenate ourselves; otherwise we harden.
~ Johann Wolfgang Von Goethe

______________________


Here’s the business case for professional coaching.  Of all clients who have engaged a coach,

  • 99% report satisfaction with the coaching experience,
  • 70% report improved work performance,
  • 80% report increased self confidence,
  • 68% individuals report financial return on investment,
  • 80% companies report financial return on investment.



For South East Michigan and Ann Arbor, check out our local website here featuring ICW sample workshops here.   See photos from last year here.

Deb Nystrom, REVELN's insight:

This is a great win-win talent development opportunity for your leaders, staff and faculty.  Coach, consultant biographies are also listed on the website and on the ICF Michigan website, as well as the national site for the International Coaching Federation.

Now is a good time to reach out to one of the coaches and plan some workshops and coaching demonstrations for this special May event.   ~  Deb

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Deb Nystrom, REVELN's curator insight, May 6, 2014 4:13 PM

Add freshness to your company workshops experience and coaching by local, professionals.  Contact a coach listed on the main, local website here:  http://coachcafeannarbor.weebly.com/

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Time Off, Development & Training is Less Important ~ It's about Whole Life at Work

Time Off, Development & Training is Less Important  ~ It's about Whole Life at Work | Talent and Performance Development | Scoop.it

"A study shows that work-life balance might not have much to do with employee engagement."

     

U.S. employees, despite their relatively poor work-life balance, are more emotionally invested and focused on creating value. Does that mean U.S. employees don't value work-life balance? Hardly.

According to a recent Glassdoor survey,

      

  • 72 percent of American employers feel that vacation, sick time, and holidays are extremely important to their job happiness, 
   
  • behind only health care (76 percent), which admittedly, is mostly a U.S. issue.
    
  • Only 27 percent of workers felt that development and training was an important workplace issue.


...What does this all mean? Probably that time off isn't truly as valuable to our happiness as we think it is, and ...meaningful work is more valuable.


______________________

time off isn't truly as valuable to our happiness as we think it is....meaningful work is more valuable.
 ______________________


Look for ways to say yes, give feedback, and encourage employees to contribute in meaningful ways. Don't manage by rules alone. Do these things, and you'll find you have an engaged workforce that does much better than most of those in the U.S.



Deb Nystrom, REVELN's insight:

Meaningful work also means happiness at work.  In trying times, work is a lifeline to many.   That is why joblessness creates tremendous turmoil.  

Also Scooped to The Art and Science of Motivation.  ~  Deb

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Deb Nystrom, REVELN's curator insight, November 18, 2013 12:31 PM

Meaningful work translates to happiness in other definitions. That is why this is listed on a Motivation curation stream.  


Do you agree that meaningful work is #1 and that development and training is of lower value?   ~  Deb

Deb Nystrom, REVELN's curator insight, December 11, 2013 3:55 PM

Are you investing in the right benefits for what really matters to your employees?  Meaningful work = happiness by other definitions. 


If meaningful work is #1 and development and training is of lower value, what are the implications for the talent in your organization?


From The Science and Art of Motivation news.  ~  Deb

Sharrock's curator insight, May 1, 2014 3:14 PM

This kind of information has implications for knowledge work environments, including school classrooms. Staying engaged and motivated are two issues important in classrooms as well as in the training of staff.

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What's Deadly about Workplace Hierarchy, Developing Performance

What's Deadly about Workplace Hierarchy, Developing Performance | Talent and Performance Development | Scoop.it

“[Hierarchies] are not very good at mobilizing effort, at inspiring people to go above and beyond.” Gary Hamel   ...hierarchy is a relic. ...It slows communication...decision-making...input. It discriminates against new talent and advocates for the familiar. .....Fresh ideas are stifled in hierarchies.
 

Hierarchies were useful to control employees when they could be easily replaced. Today it takes more than holding a job to motivate employees. They want to unleash their strengths, apply their passions and work alongside others who do the same

In time, rigid hierarchies...controlled by personality at the top will be outdone by nimble organizations that give power to teams. This ...shift gives the competitive advantage to businesses that leverage the collective talents of their people. ...organizations cannot thrive...with outdated structures that celebrate the individual at the top of the pyramid.
    

It’s more than seeking employees’ inputs, however. Replacing hierarchy means putting employees at the table co-creating solutions with managers, if they exist, to drive business results.

Deb Nystrom, REVELN's insight:

Performance and talent management systems tend to exist now embedded in hierarchical systems.  Talent & performance development requires something quite diffferent, unhinged from industrial age systems, as the author implies. ~  D

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Top Challenges Facing Organizations over the Next Decade - SHRM perspective

Top Challenges Facing Organizations over the Next Decade - SHRM perspective | Talent and Performance Development | Scoop.it

Is there REALLY a talent shortage?

Yes...a very controversial topic...some say we do, others wonder how we could have a shortage with such high unemployment.

....About the same number of qualified candidates apply for the job... mixed in with 20 applications or 200 applications....with only 1 or 2 of them fully qualifying.


Top trends?

According to the SHRM survey. With 483 HR executives reporting, here are what they say (just a few of the results)...


________________________

...to the employee, the supervisor IS the organization...

________________________


1.  Retaining and rewarding the best employees
... they show up, very excited to begin their new endeavor, disappointed to find that the pay raises are inadequate, employee morale is low, gossip is high, integrity is questionable, workload is greater than expected, and overall a work environment that is not employee-friendly.

... It may not be an organizational issue...it may be isolated to the supervisor. ...to the employee, the supervisor IS the organization...and if that is what they experience, that is what they will use as the basis to find new employment and to tell other people about their experience with your organization.

2.  Developing the next generation of corporate leaders
...We often wait to train employees until they are in the management position...which sets us behind as the new employees typically don't have the tools they need to be successful from the start.


....By providing a development plan a couple years out, we can train up and coming managers the right way. ...more than simply creating a succession matrix... identify individuals who can fill those future roles.

3.  Creating a corporate culture that attracts the best employees to the organization


4.  Remaining competitive in the talent marketplace



___________________

....it is EASIER to develop current talent than to find new talent. 

___________________



5.  Finding employees with the increasingly specialized skills we need
...a steady decline in STEM students (science, technology, engineering, mathematics) and STEM related positions. We are also lacking in other skills that typically set us apart in the United States...such as problem solving, leadership, decision making, competitiveness, etc.


....it is EASIER to develop current talent than to find new talent. This goes back to ...finding the core talent that already exists in the organization and developing it further for additional roles. 

Deb Nystrom, REVELN's insight:

Is it about coming in with the skills needed (the talent shortage?) our about hiring for capability and capacity?  

It's good to see what SHRM provides from trend surveying and put it in perspective with other data, including hiring, succession management (not just a matrix), motivation science (not as evident here), pay and culture.  ~  D

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Beyond Performance Management (40 Tools & Why?) Change, Lean, 6 Sigma & more

Beyond Performance Management (40 Tools & Why?) Change, Lean, 6 Sigma & more | Talent and Performance Development | Scoop.it

"Just 30 percent of these tools deliver as intended. Why?  ...They’re misused by most organizations."


As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. 

For example, executives buy and implement a tool without first asking,

  • "What problem are we trying to solve?” 

And they use tools to command and control frontline teams, not empower them—a serious and costly mistake.
 

Issue No. 251 of Your Weekly Staff Meeting highlights a new book from Harvard Business Review Press on how to select the right management tool—at the right time. The authors describe 40 tools in detail.
Deb Nystrom, REVELN's insight:

This helpful review highlights the framework that helps good and great performance happen with individuals, teams and in companies:  Choosing the best tools (and I'd add the best processes / change flow) at the right time to deliver right results.  

I bought the book and am reading it with great interest, as it is one of the few newer books that systemically look at  performance infrastructure.


This new book on the performance and talent management front seems to get it right including it's ambitious scope of trendy tools.   I'm reading it now and will share if it does or doesn't deliver.  ~  D

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Harry Cannon's curator insight, July 2, 2013 8:07 AM

Sounds like one to read. Certainly seen tools misunderstood and mis-used.

Deb Nystrom, REVELN's comment, July 2, 2013 4:45 PM
I'm 1/3rd into this book and it is REALLY on target. Great resource. Thanks for the comments from Suchitra and Harry. I so agree with the "not doing may be smarter" based on a solid review of what the needs and problems are.
Deb Nystrom, REVELN's comment, July 29, 2013 3:47 PM
Ok, I've about finished the book. It does contribute in many helpful ways to breaking out of industrial mindsets that hamper creativity, innovation and collaboration sorely needed in organizational thinking today. It is a helpful checklist for assessing blind spots and "keeping up with the joneses" when such "best practices" in corporate measurement and reporting are not necessary and, even worse, a drain on productivity. Highly recommended!
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Rethinking Leadership Development, Competency Confusion & What Happens Afterwards

Rethinking Leadership Development, Competency Confusion & What Happens Afterwards | Talent and Performance Development | Scoop.it

When your manager or colleagues finish their leadership program, do they demonstrate sustained improvements? Unless their post-program behavior changes, unless they do something differently, there is no return on investment.  

There's also the assumption that all leaders in a given company must demonstrate excellence on a defined set of leadership competencies.


But the [competency] paradigm doesn't work. Excerpts from the four reasons why:


Many competencies cannot be improved. Competencies are a mixed bag. Some are skills (e.g., strategic thinking), some are personality traits (e.g., drive to achieve), some are knowledge (e.g., market insight), and some are talent (e.g., good judgment). Skills and knowledge can be improved, but personality traits and talent cannot. ...No "Drive to Achieve" class is going to change that.


Competency models are unfocused. Abbott Laboratories (ABT_) uses 24 competencies...The U.S. Department of Labor's management competency model uses 60 ... Ridiculous.


...If a leader is world-class in operational excellence but poor in strategic thinking, he/she must add an outstanding strategic thinker to the leadership team.


Related posts by Deb:


   


Deb Nystrom, REVELN's insight:

The compentency systems reasoning in this article is especially provocative and worth a read to test your own assumptions. The comment about talent as not change-able is up for debate, personality less so.  ~  Deb

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How Avery-Dennison Does Strengths Right, Building Strong, Versatile Leadership Teams

How Avery-Dennison Does Strengths Right, Building Strong, Versatile Leadership Teams | Talent and Performance Development | Scoop.it

A global manufacturer and distributor uses its Leading to Win program to promote a team spirit through recognizing strengths and weaknesses, getting everyone’s best contribution to the team, boosting team connectivity and resilience. Participants are encouraged to discuss and reconsider team roles and group dynamics.

___________________
   
The result is not just stronger and more versatile leaders, but also stronger and more versatile teams.

     

___________________

      

The program uses divergent perspectives and underrepresented strengths that often get neglected. Further, it illuminates blind spots so the team can avoid going overboard with shared strengths. The result is not just stronger and more versatile leaders, but also stronger and more versatile teams.

    

From an individual and team perspective:   managers frequently don’t understand their strengths and therefore are prone to underdo or overdo them. Through self-awareness and effort they can make better use of their strengths. The approach also identifies weaknesses they can’t afford to ignore for both managers and teams.

    

Summary reports present aggregate data from both assessments that team members analyze together to identify trends and their implications.

    
The program uses divergent perspectives and underrepresented strengths that often get neglected. Further, it illuminates blind spots so the team can avoid going overboard with shared strengths. The result is not just stronger and more versatile leaders, but also stronger and more versatile teams.


 

Deb Nystrom, REVELN's insight:

This piece features a balanced view of using strengths and weaknesses tools, featuring 360 feedback, for large organizations that have the resources and maturity to do 360 right.  360 processes can be easily under-resourced, which only creates more problems than it solves. 
   
The two assessment tools central to the success of the program are (from the article):

    

Realise2, a self-assessment of 60 strengths gauged according to performance, usage and energy. Results are sorted into four categories: realized strengths, unrealized strengths, learned behaviors and weaknesses.

   

The Leadership Versatility Index, is a 360 that provides feedback on how co-workers observe strengths, learned behaviors and weaknesses. The LVI’s “Goldilocks” rating scale ranges from “too little” to “the right amount” to “too much.”

Source:  Chief Learning Officer's August 2014 feature, "Strength is Not Enough."

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The Performance Preview, an Alternative to Performance Review

The Performance Preview, an Alternative to Performance Review | Talent and Performance Development | Scoop.it

Management consultant and UCLA professor Samuel Culbert offers a solid alternatives to problematic performance review practices in his 2008 book “Get Rid of the Performance Review:” 


  • In chapters 7 and 8, I offer the alternative—the performance preview. It’s as simple and elegant as it is successful. It does all the things performance reviews are supposed to do but don’t. 
      
  • In the end you will see what many of you already know in your heart: that mainstream management is embedded in, and relies on, a culture of domination—and that the performance review is the biggest hammer management has. 
      
  • You will see how the review destroys our spirit, as well as our corporate performance. You will see how the same people who created this sorry mess have the power to undo it. And you will see that there is a way to fix it, if only we have the courage.
     

As always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

    

Related posts by Deb:

    

         

             

       
     

           

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  
Deb Nystrom, REVELN's insight:

"If only we have the courage," is a key observation by Culbert.

Risk-aversion, low courage, and avoidance is a malaise that can affect segements of, or even entire corporate cultures.  

Key points of Dr. Culbert's frank writings include:  

  • separating compensation from performance reviews, 
  • taking a look at the role of hierarchy to include that of a boss asking  “how can I help you achieve your best?” 
  • ending low value pratices like ranking and ratings.

     ~  Deb
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Pay-for-Performance, A trade-off for Trust & Commitment

Pay-for-Performance, A trade-off for Trust & Commitment | Talent and Performance Development | Scoop.it
Paying your employees more for hitting specific targets may backfire, according to HBS professor Michael Beer .


..."I think there is an implicit negotiation going on between what management wants and expects, and what employees want and expect," observed Beer in his talk to HBS faculty. This implicit negotiation is "embedded" in the context of pay-for-performance, but often goes undiscussed and unacknowledged, he suggested. Misunderstandings about goals are the result. Pay-for-performance may also have a natural life cycle that managers are unaware of, he said.


Financial rewards in a fast-changing business environment could undermine a company's ability to build trust and commitment unless management and employees have an honest discussion of their mutual expectations, they added. This is "very difficult to do."


Related posts by Deb:

A History of Performance Appraisals: Letting Go to Power New Culture


Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!

Deb Nystrom, REVELN's insight:

In my experience, pay continues as a satisfier, never a motivator. This HBR working knowledge article classic illustrates the nuances as well as the nusances of attempting to reconcile the hierarchy barriers of expectations in pay-for-performance.  Compensate fairly, motivate systemically & holistically. ~  Deb

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10 Ways to Change Performance Management Circa 2013 ~ Bacal

10 Ways to Change Performance Management Circa 2013 ~ Bacal | Talent and Performance Development | Scoop.it

Ten shifts that are necessary to modernize and update how we manage performance.


Excerpts:


1) Negotiating Goals and Objectives, Not Dictating


3) Individualizing Expectations Even For Employees Doing The Same Job

Each person ....bring their unique strengths to the job. So, people in the same position often do quite different things, and should be ...recognized for their unique contributions.


4) Managers Understand Employee Engagement Can Be Fostered Through Proper Management of Performance

Performance management is THE tool to help establish meaning of work, because it helps employees understand how their jobs fit into the whole.


Managers need to understand, also, that the reliance on rating forms for evaluation is a waste, and tends to squash employee engagement.


8) Recognize Employee Performance Is Not Always Under Their Control and Focus On The System

...much ...of what employees do is dictated and influenced by the environments they work in. ....discuss ALL barriers to employee performance, ...and move to remove those barriers.


9 ) Human Resource Departments Need To Enable Managers, Not Insist On Conformity

Human Resources (HR) needs to enable managers by providing them with a variety of tools, rather than dictate a one-size-fits-all system that is imposed upon managers and staff.


- See more at: http://performance-appraisals.org/Bacalsappraisalarticles/articles/tenways.htm#sthash.NdhA5cod.dpuf


Deb Nystrom, REVELN's insight:

I've been following Robert Bacal for more than a decade.  For those ready to begin to take initial steps to let go of outdated performance practices that have low ROI, this is a helpful site and guide.  

He is also of the ilk of behaviorists including Aubrey Daniels.

For those who want to make the big leap, Robert Bacal's approach would be more incremental change, not transformational.    For those perspectives, stay tuned.  


~  Deb

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Innovation vs. Measurement & Systems: Leadership Is Always The Key

Innovation vs. Measurement & Systems:  Leadership Is Always The Key | Talent and Performance Development | Scoop.it

"Think of “win-lose” structures in incentives.  If you can only win if someone else loses, what are the odds of your developing a working relationship grounded in trust?"

Trust:

Strong leadership can recognize “win-lose” structures or norms and work to eliminate them.  It seems obvious that leadership drives trust, not systems.


_________________________

Without ...systems ...built to allow for ...individual and group failure, risk will always be a negative organizational value. 


_________________________


DIVERSITY:      . . . of people, points of view, ideas, ethics, and beliefs.  Diversity is what drives and powers iteration, constant challenge, testing, playing, and randomness. Strong leadership will drive (or diminish) diversity much more profoundly than will the most deeply embedded systems.  


RISK:     Risk tolerance and the attractiveness of rapid iteration are the hallmarks of innovative organizations.  Without operational systems that are built to allow for and to contextualize individual and group failure, risk will always be a negative organizational value.


...Should you be thinking a little more about how you encourage and foster strong leadership, and a little less about your systems of measurement and evaluation.?  You might be surprised by where this reflection will take you.

Deb Nystrom, REVELN's insight:

This is also shared here via Performance and Talent Development because of the theme of leadership above performance systems, and leadership to build an innovation, adaptive culture that trumps traditional measurement practices. ~  D

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Deb Nystrom, REVELN's curator insight, July 5, 2013 8:20 PM

The venture capitalist who wrote this post has a view I share on putting measurement and evaluation within the right context, including a certain tolerance for enough risk-taking to help organizations be adaptive and "anti-fragile." ~  Deb

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Sustaining Leadership Development: 7 Disciplines that Make it Work

Sustaining Leadership Development:  7 Disciplines that Make it Work | Talent and Performance Development | Scoop.it

"What matters most is the impact of the leader's actions on others—not just the actions themselves or the rationale behind them." 

In the recent book,  Leadership Sustainability, (Pub. March 2013), authors Dave Ulrich and Norm Smallwood have defined seven leadership practices that instill sustainability:


Simplicity. Focus on what matters most. Tells stories with impact...

Time. Employees see what leaders do more than listen to what they say...

Accountability. Take personal responsibility for doing what you say you will do and hold others accountable as well. 

Resources. Get coaching and institutional support to become a better leader. 

Tracking. Measure what's important and not what's easy. Tie to consequences. 

Melioration. Master the principles of learning: to experiment frequently, to reflect always, to become resilient, to face failure, to not be calloused to success, and to improvise continually. 

Emotion. "Leaders who are emotionally vulnerable and transparent will be more likely to sustain change."


Read the full book review blog post by Leadership Now:  


http://www.leadershipnow.com/leadingblog/2013/06/seven_disciplines_that_make_le.html


Related posts by Deb:

   

     
Deb Nystrom, REVELN's insight:

Dave Ulrich is well known in the top consulting circles and for incorporating Positive Organization Scholarship (POS) which is well represented by what he and his co-author include in their 7 top sustainability practices.  ~  Deb

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