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The program reinforces company values and behaviors. The team created a 70-20-10 blended learning approach that engages participants in classroom and online workshops to grow themselves, grow others and grow the business.
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My ability to see the bigger picture for the organization is what makes me a great leader. With an understanding of the business, I can recognize where in the organization we may have additional needs from a new strategy or a change in one department that may have an unrealized effect on another area of the business. I take cues from various situations and information I receive to understand areas where we may need to devote attention to coaching and mentoring our leaders or reminding employees and leaders of our culture and how they contribute to our mission.
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Because I facilitate team sessions for a living, I’ve seen lots of team interactions. All kinds of drama, some shouting and tears, but also lots of laughter, joy, and bold action. Much about teamwork has been researched, dissected, and discussed. Yet lately, I’ve been thinking a lot about an unexplored topic: how to get team members to disagree.
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In the year 2000 the company I worked for, CCA Global Partners, acquired its number-one competitor, Flooring America. Prior to our acquisition, Flooring America had 700 locations. About 400 of them were company-owned, and the rest were owned by franchisees. But then the Flooring America parent company/franchisor went out of business. The circumstances were troubling, to say the least. Four hundred stores that bore the Flooring America name had going-out-of-business sales. The brand was seriously tarnished.
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Have you ever done something difficult at work, but made it look easy? Solved a problem, helped a client or negotiated a deal in a way that astounded your colleagues? Felt amazing, right? Inspiring delight and wonder is powerful, even addicting. It’s what drives magicians to do what they do and why people love them for it.
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The thing that lights me up during the day more than anything else is watching the members of my team have that ‘Eureka’ moment when the light bulb goes off and something they’ve been struggling with for some time finally clicks. Perhaps it’s that javascript code syntax they haven’t nailed yet, their umpteenth design comp revision or parsing through a terse website ADA report.
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About thirty years ago, I initiated a study called the Combat Leadership Study. This grew out of my search to find the most challenging leadership situation and those leaders who were successful in that situation as well as in management functions in business and other organizations.
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Talent management represents an organization’s efforts to attract, develop, and retain skilled and valuable employees. Its goal is to have people with the capabilities and commitment needed for currentand future organizational success. An organization’s talent pool, particularly its managerial talent, is often referred to as the leadership pipeline (Charan, et. al., 2000).
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During the summer of 2015, Pierre Nanterme, the CEO of Accenture, scrapped the global consulting firm’s entire performance management system. He realized that after thirty good years, it no longer fulfilled its purpose. Accenture found that its global workforce had changed. Their people—and your people—are not motivated by being a number on a performance rating scale.
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Today’s globalized nature of competitiveness is placing more pressure on organizations to employ effective leaders who are capable to implement effective organizational changes. There are many academic studies that focus on the organizational and managerial factors that drive organizational change. Leadership is one such area that plays a critical role and is a strategic prerequisite for business success in today’s knowledge-based economy.
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