Showing posts with label results. Show all posts
Showing posts with label results. Show all posts

Monday, January 27, 2020

Kindness, Grace...and Work?

"It's not personal, it's business."

I've said this a thousand times...and I'm quite sure I'll say it a thousand times more before I call it a career and delete my email accounts forever.

Faith and Leadership in the Workplace
I've been writing about faith for many years here. Faith is the horsepower behind the two words that I'm focusing on in 2020: kindness and grace.

Sometimes the three words in today's title seem incompatible. 

How exactly does one demonstrate grace while making difficult decisions and driving hard on what needs to be done in the workplace? 

How do we create that sense of urgency, that "good" pressure to keep things moving and to achieve results, all while being kind to those around us?

Overthinking It
I would offer that it may not be nearly as difficult as we might think. The old school leadership style of being mean or forceful as a way to earn respect is now an embarrassing moment for everyone...at the very least...and is candidly career-limiting in the world of work today.

The opportunity to integrate both kindness and grace comes through the delivery of our messages. Yes, accountability is critical to execution. But so is buy-in, respect for the team, and a willingness to hear other voices to ensure the best path is taken.

Consider when a leader has shown you kindness and grace in your career. I bet you already pictured them in your mind before you got to this sentence, right?

Be that leader.

How About You
What are your leadership priorities this year? I have a long list of business outcomes that must be achieved; however, I plan on achieving them in a way that perhaps I hadn't fully incorporated into my leadership style in the past.

Kindness.
Grace.
Work.

I'd love to hear from you.

No Excuses.

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Tuesday, July 31, 2018

Thank You, May I Have Another?

What was your first reaction when you read the title to this post?

"Thank you, may I have another?"

Did you "go negative" right away? Did you think I would be discussing HR leaders getting dumped on by their colleagues, the employees, and a long list of other ungrateful souls?

Wait Just A Second
How about we try this approach instead...

"Thank you, but I would prefer the high risk project"

"Thank you, however, I would like to take the lead on that new initiative"

"Thank you, but I would really like to be a part of that expansion project"

There is is huge difference between the "regular" HR folks who default to a "whoa-is-me" professional existence...and then there are those that...

...well, they go for it!

They don't fall into the trap of hubris, excuses and arrogance.
They don't chase glory and extra squares on their org chart.
They don't wait until every plan is so perfect, that it is actually too late to execute (if they know how to execute at all.)

Old HR is Dead...Welcome to the New World
I don't always get it right in my work. I also make mistakes...regularly. But I can honestly tell you this my friends...

I am not afraid to do what's right.
I am not afraid to stand up to the bullies.
I am not afraid of the nay-sayers who are living in their self-indulgent arrogant past.

It is 2018. It's time to be more than you ever thought possible!
It's time to go for it!



How About You
Who are the weak links in your world that are living in the past? Perhaps it's time to stop giving them any airtime, and simply push your organization to the next level? They wouldn't understand how to lead the way, so why waste precious company resources on old school slow-movers?

Go for it friends. 
Today!

I'd love to hear from you.

No Excuses.

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Tuesday, April 17, 2018

Comfort Betrays

"I didn't see that coming."

"I'm not sure how that happened...everything was working so smoothly."

"What do you mean we're not on schedule?"

(Near) The Top of My Game
I have been unbelievably blessed in my career. I have grown as a professional, as a leader, and ultimately as an executive. Looking back it is clear the opportunities I've had, and the organizations I've worked for...and still do today...have been a #HealthcareHR guy's dream come true.

...and that is part of my struggle.

How many of us continue to push ourselves when things are going well as compared to when we are hungry for success? Is that even possible? Compare the boxing champion who is at the top of their sport with the #1 ranked challenger in the world who wants to take that title away so badly.

How does the champion keep the competitive fire burning?

What are the steps the champion builds into their routine to ensure sustained success?

You + Team
I don't believe there is a magic formula. There isn't a secret to success that is out of reach.

For me, it comes down to a simple plan:
- develop personal habits that drive success (document and repeat them each day)

- build an accountability team that isn't afraid to challenge you to improve

Software won't do it. The latest app won't do it. Listening to self-improvement "gurus" for hours and hours won't do it either.

You have to do it. Get focused. Develop the habits that work for you. Build the team you need. Get started.

...and sustain it.

How About You
Has success crept up on you, and now you have more at risk than ever before? 

This is not a crisis...this is a chance to maintain your competitive edge. This is how you're going to stay sharp, and effective, and continue to think bigger.

What's next for you?

I'd love to hear from you.


No Excuses.

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Tuesday, April 10, 2018

The Grind

What do you think of when you hear the phrase "the grind?" Is it how you feel about your job? Is it the burden of life in general? Is it a faux commitment to fitness? 

I'm guessing you didn't feel good about it.

The Grind Can Fuel
If I were to answer those questions honestly, I would admit that sometimes I fall into the negativity trap associated with the grind. I hate that.

What happens most of the time however, is that the grind becomes fuel for me. It moves from another lame excuse about "how busy I am" and "that life is so hectic" and moves me to look at things differently.

Without the pressure of "the grind" I wouldn't take risks.

Without the need to deliver I wouldn't try new things.

Without the constantly changing business world, I would just be another boring leader who thinks talking about work versus actually having to deliver as an executive is "the grind."

The Grind Can Drain
There is a dark side to the grind...one that can overwhelm, exhaust, and wear us out. The biggest risk of this grind is that we believe it is permanent.

Let me say that again...the biggest risk is that we believe the negative grind is permanent.

It's not. Ever.

Work can be frustrating, so what?
Life can be frustrating, so what?

How About You
Important things are supposed to be difficult some of the time. 

That stress can be turned into energy to do things you never thought possible. That pressure can be focused on new ideas, new ways of thinking, and new ways to take you, and your organization to a new level of performance.

How are you going to embrace the grind today and make a difference in your world?

I'd love to hear from you.


No Excuses.

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Wednesday, December 20, 2017

HR is Messy

A few years ago a member of my team asked me a question. We were discussing a sensitive issue that required some finesse to work through. I was also working toward a specific outcome, and knew I needed to take several important steps in order to get there.

She asked..."do you always have an agenda for everything?"

I Love Plans
For most of us...well, at least for me...I like to be in control of my situation. I want to understand the issues, prepare to address the ever-present political landmines, and be organized so I can deliver the results everyone expects from me.

Good plans do that. Heck, even half-baked plans can often do most of the job. But something happens in spite of having a clear work plan...and it seems to happen consistently.

People get involved.

A Beautiful Mess
Here's the part where I do not vent about people being a source of frustration as I try to get my work done "according to plan."

It turns out I'm one of those people that gets involved...even in my own plans! Sometimes I change my mind, or learn new information, or discover a new challenge that needs to be managed thoughtfully.

HR work is messy....and I love it.


How About You
The next time someone "interrupts" your plans, consider this: the world does not revolve around your view exclusively. If you are always the smartest one in the room, you have a pretty weak room.

Focus on being savvy, understanding all of the dynamics involved, and focus on the end result versus winning every battle along the way.

Oh, and my answer to her question about having an agenda?

It was yes, of course.

I'd love to hear from you.

No Excuses.

Friday, November 17, 2017

I Can Handle It (All)

I've been told recently that when work issues get a little complicated, I switch into "I will handle everything mode" in order to resolve the crisis of the day.

Well...that kind of makes me sound like I believe I'm Superman...and for as much as I would LOVE to believe that is true...

...sadly, it's not.

Leading vs. Owning
My role quite honestly is not necessarily to resolve every single issue that pops up. Instead, my role is to ensure every single issue gets resolved. 

That doesn't mean that I am supposed to manage each step of the process; rather, just to provide the appropriate coaching, guidance, and occasional kick-in-the-pants to make sure the work gets done in a world class way.

Leading through issues is harder than owning them.

- Leading means I have to trust others.


- Leading means I have to open my mind to other ideas.

- Leading means I have to go with ideas that I many not necessarily agree with.

Owning can be awesome (and overwhelming.)

- Owning means I can control every single thing at every step.

- Owning means I don't have to listen to anyone's ideas or input.

- Owning means I get all the credit for fixing things.

...and owning is absolutely impossible to be done alone.

But...Results
The flip-side of all this self-reflection and humility is this...

...what about results?

Sometimes a driving force is not only helpful, but required to achieve those results.
Sometimes a bold decision-maker is the only one that will push the team far enough.
Sometimes ensuring results are achieved is the only way to prove that risk = success.

Sometimes...we have to go far beyond what is safe and comfortable to get across the finish line.

How About You
Where is the balance point for you between trusting the team and driving the team forward? 

Is there something we're all missing; or, is there something that the best leaders do in the moment that allows them to dance on the line between foolish trust and bullying arrogance?

I'd love to hear from you.


No Excuses.

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Wednesday, March 1, 2017

6 Strategies to Eliminate Your Healthcare Recruiting Excuses

The world of #HealthcareHR is full of excuses. Risk avoidance, nursing shortages, compliance, a perceived backseat to the other Operational departments, and the list goes on.

Despite all of this self-inflicted pressure, HR still plays a critical role and it has nothing to do with making sure the employment records are neat and tidy for the next Joint Commission survey.

Oh, and by the way, there aren't any departments in your organization that can pull it off except HR. So, if you're ready to deliver real results and cut through the excuses, focus on the following items and make a real impact.

1  Employer Brand
I have written many times about employer brand and the power it has to change the perception of organizations in the market. The simple fact is this...every organization has an employer brand, it's just that most are absolutely invisible. Make sure yours dominates your industry.

2  Leader brand
The concept of leader brand is a spin-off of personal brand. For me, leader brand is a more important label, as it speaks to who you are as a leader for your team, your organization, and your industry. Investing the time necessary to establish a meaningful one is not difficult, but if you're trying to convince top talent to join your team and they do any research on you at all, what will they find?

3  Content
There is a reason the phrase "content is king" is so important...because it's true. Yes, the content needs to be meaningful, not just plentiful. But without it, you and your company fall into the trap of repeating your press releases inside the organization and convincing yourselves that the outside world is listening. They're not. Develop your stories, and start sharing them with the world. 


4  Engagement
Using social media channels to distribute your content is not a passing fad, or something that you simply don't have time for any longer. Those tired excuses make you sound old and irrelevant. 

Put content and social media at the top of your to do list everyday. It comes first, not last. If you don't know how to use the various tools you need to reach out and learn. I'll help you, but you have to take the first step and accept that it is 2017.

5  Candidate Experience
Do you still believe it is such a privilege to work at your organization that candidates should be grateful to have the opportunity to even interview with you, let alone get hired? If so, I guarantee you have a long list of vacancies and you "can't understand why?" Focus on candidates, not yourself. No organization is that special, but in the epic struggle for healthcare talent, the candidates absolutely are.

6  Speed
This one is perhaps the hardest for #HealthcareHR leaders to grasp. Going slow, holding meetings for several weeks or months with a "multi-disciplinary team" and "fully understanding the risks involved" are all excuses for "I'm too scared to be a leader." 

Too harsh? You tell me...when was the last time a healthcare organization moved quickly to ensure they had the brand, and the talent necessary to impact the lives of their employees and patients?

How About You
Lists can sometimes feel a bit overwhelming. I can relate...they do to me as well. Here's the difference, I want to help you understand these six priorities...how to learn...how to plan...how to execute and sustain. Let's be honest, if I could do these things leading a conservative hospital's HR function, you can too!

I'd love to hear from you.

No Excuses.


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Wednesday, August 31, 2016

The World's Most Dangerous Job

One of the most dangerous jobs in corporate life today is leading a progressive human resources team. You know, the kind you're leading, right?

This is not up for debate. The pressure to deliver new talent is at an all time high. The need to retain good employees is critical to achieving business goals. The costs associated with both of these priorities is so immense that most HR leaders can not quantify what is being spent today. 

Literally. They have no idea what their own costs are...

Most Dangerous
The reason HR leadership must be the most dangerous job is quite simple actually. With so many pressures on HR to deliver real results...and the clear absence of any meaningful action in most industries (#HealthcareHR leading the way here)...it is obvious that these leaders are simply too scared to take the steps necessary.

Too Harsh
Now before you all get worked up that I'm being too critical of HR please keep these points in mind:

- HR is rarely given the latitude to be creative (read here --> never)

- HR often attracts risk-averse leadership styles

- Adoption of contemporary talent strategies is not welcomed in the healthcare industry (which is counterintuitive to the how the industry interacts with patients)

- HR is always the corporate punching-bag when things go wrong (as in, ALWAYS)

The leaders I speak with (almost) to a person would like to move their talent acquisition and employee engagement strategies into the digital world; but, since they do not use contemporary tools and strategies themselves, they do not know where to begin.

How About You
Are you ready to buck the trend of HR always trailing behind the other business functions in your company? Let's find some time for a virtual cup of coffee, and discuss how you're only a few decisions away from dominating your world.

I'd love to hear from you.

No Excuses.

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Wednesday, February 24, 2016

Speed Wins

I consider myself a pretty high energy leader. I want to build strategies that make a real difference for my clients, and I want to execute them at an accelerated pace. It's how I've worked in the past...and it's why I am in the job I'm in now. High energy execution runs circles around the uptight corporate risk-averse stale leaders every day of the week.

Don't
I don't want to hear about internal politics, because they are a lame excuse to avoid taking action.

I don't want to hear about the old way of doing things. It's 2016, there are no old ways that matter anymore. Get over it.

I don't care if you want to be popular. Popularity has absolutely nothing to do with getting things done.

I don't want to hear about internal protocols, or taking a long time to build consensus so I end up having another birthday waiting to get started, those are lame excuses too.

I want results now

How About You
That is what I get paid to do...and when it comes to executing a kick ass strategy that will differentiate my clients from the competition...well, I want to do it at supersonic speed.

Speed wins in the market...

...and I like winning.

I'd love to hear from you.


No Excuses.


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Wednesday, December 9, 2015

As I Lay Dying

Have you every felt completely stuck in your work? You know the feeling...projects are not on track the way they should be...leaders are doing lots of talking but very little leading...and it looks like deadlines are going to be missed.

So many issues hitting all at once.

The Cycle of Doubt
I would be lying if I told you I didn't suffer from a cycle of doubt every once in a while. First comes a series of challenges that are quickly followed by the pressure and frustration of the work not being executed the way it should.

I hate that.

Next is that sense of desperation as the pieces seem to be spilling out everywhere without any coordinated plan that is actually being managed. Many leaders tout their own skill set, but very few actually execute effectively. 

Titles do not equal skills. Ever.



The Cycle of Success
Hitting a low point every once in while does have it's advantages, although I would prefer never to get there myself.

Renewed Focus
Sometimes we need to simply change the way we frame our desperate situation. Consider the low point you're feeling as the laser focus you needed to drive forward. The issues are clear...now focus exclusively on those issues. As you begin to resolve them one by one you will feel not only a sense of satisfaction, but a sense of real control.

Energy
Have you ever noticed that when things start to go well you feel even more enthusiastic about the work you're doing? Progress brings with it a new infusion of energy. Embrace that adrenaline rush and keep pushing.

Work
Now it's time to leverage your focus and energy and build a reasonable plan...and for God's sake execute that plan.

Results
As your hard work pays off be sure to recognize the results you and your team are achieving. Part of every plan should be a few moments to formally acknowledge the successes along the way.

How About You
You're not laying there dying. You are a beast. Get the hell up, dust yourself off, and go kick ass.

Now.

I'd love to hear from you.

No Excuses.

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Monday, October 5, 2015

Soft Skills Are the New Black

I’ve had some unique opportunities in my career to work with incredibly bright people. They had decades of experience, knew the industry inside and out, and could piece together all of the complex parts of a health system to move things forward.

They were really something…except for one minor little detail.

Being Human
One of the great downfalls of executive leadership (ahem, read here — excuse) is the focus on results exclusively. Yes, results are very important. Without them organizations would cease to exist. However, when results are the only thing considered something equally as important is lost.

The hard skills that are often associated with talented leaders fail to provide most of the leadership necessary in today’s world of work. At the executive level competency is a requirement, just as the specialized management path those leaders have been on is important before they move into a generalized management role. Otherwise the opportunity to move into the executive ranks would never have materialized in the first place.

But the obsession with results comes at a high cost.

Leading Human
One of my new mantras is the following...

Relationships first…results second.” 

Without those other skills…soft skills…leaders quickly earn a reputation as a hard-ass-know-it-all. 

Other leaders scramble to manage the messages these people send…or pull them aside for special ‘coaching’ sessions to try and avoid plummeting morale, or outright migrations of talented people who don’t want to work with such hard-nosed and arrogant leaders.

Laughing off soft skills as unimportant is like walking down the hallways of your organization and insulting your employees to their face. 

Employees want to work in a good place. Relationships make organizations good. Arrogance destroys them.

How About You
Have you brushed up on your soft skills lately; or, are you too busy promulgating your vision for how to save the organization? Maybe you need to slow down the next time you pass a mirror and take a good long look. If you have problems in every area of the organization, well, maybe the problem is you.

I’d love to hear from you.

No Excuses. 

Monday, February 9, 2015

The Power of Unexamined Thoughts

Meetings are a double-edged sword. They are a powerful tool to bring team members together to think, plan, and ultimately execute on organizational strategy. Yes, meetings are supposed to do that.

But sometimes meetings hit a wall. It could be that the team is losing momentum, it could be they are not able to see the larger vision, or it could be that some members are simply not up to the task at hand.

Whatever the reason, meetings require two important elements to be successful...

Leadership and momentum.

Presence
One of the hallmarks of effective leadership is presence. It's much more than a job title or physical presence in the room. In the meeting context, it is taking charge and driving things forward. Sometimes that requires pushing ideas out to the group that are new.

These 'unexamined thoughts' are not brainstorming; rather, they are an example of the leader keeping the reality of where the team needs to be front and center. The best leaders use this approach in a way that reconnects the group to a global vision aligned with where the organization is headed, not just to the task-at-hand-focus of the people in the room.

That is leadership presence.
 
Results
The true power of unexamined thoughts comes in the output of the work. Driving change through a stalled meeting is one thing, developing great work product as a result is entirely different. 

Without leadership intervention to maintain the momentum of the group...sometimes moving past where the group is able to go as a team...is necessary to achieve the ultimate goal of great work.

Just so we're clear, the best leaders know that the only thing that ultimately matters is great work product.

How About You
Do you use unexamined thoughts when the teams you're leading start to fade? Or, do you pack it up for the day and ask everyone to "come back with good ideas next time?" I think it's time to step up...push through...and lead the way.

I'd love to hear from you.

No Excuses.





Monday, April 21, 2014

Guest Post! "Measuring Leadership Accountability"

Today's fantastic guest post comes from William Gould, a #HealthcareHR executive who lives the No Excuses philosophy!


Leadership accountability seems to be a favorite, or not-so-favorite debate occupying the senior leadership meetings in healthcare organizations across the country - from the towers of the federal government, to the board rooms of community hospitals.  Here's the impetus:  the American healthcare system is a wreck, and it is going to get worse.  The point to disruptive change is disruption, and we are living it.

We must rely on adaptive leadership to get us to the next iteration of who we need to become to provide quality, low cost care for our nation and our communities.  Leaders must lead differently, and organizations must develop and hold those leaders accountable to the work that they do.  Many organizations turn to HR and OD professionals to help drive change leadership, and to measure leadership accountability.  How?  We develop programs, competencies, evaluation methodologies, and metrics.  Why?  Because we are HR and that's what we do.  Does it work? 

William GouldHR Programs 
Many leadership accountability programs look like this: supercharged job descriptions; standardized leadership competencies; 360-degree evaluations; standardized performance appraisals; and, carefully integrated incentive compensation schemes, to name a few.   

We re-brand, repackage and redeploy the same tired systems with the hope of changing leadership behaviors that will achieve break through results: higher quality outcomes, increased patient satisfaction, lower costs, and a highly engaged workforce.

Blah, blah, blah.

Same old HR programs.  But does it work?  Does it really drive different leadership behaviors, and get at the right accountability our healthcare leaders must demonstrate to transform a broken healthcare system?

We can organize, codify, and subjectively measure standard behaviors and outcomes until we are blue in the face.  The problem is that we are continuing to measure the same old behaviors, by the same tired leadership thinking that contributed to our healthcare mess.  How do we pull the right levers? 

Leadership Is Personal 
Leadership isn't a process or a program, it is a personal journey and a values-based experience.  Transformational leaders become accountable at the point where their behaviors align with their personal values and their organization's mission.  Transformational leaders are those who demonstrate the courage to take actions outside of the scope of their poorly written job descriptions.  But how are we supposed to design and measure that? 

My Own Epiphany 
I have been a healthcare HR leader for the past 15 years.  I currently work for a faith-based, mission-driven organization with a long history of providing care to the under served and poor in our community.  I drank the healthcare Kool-Aid long ago and work hard to align my professional leadership behaviors to support my organization's mission.  I too have developed a number of HR and OD programs aimed at developing leaders and measuring leadership accountability.

 
Three years ago I was diagnosed with diabetes.  A few weeks ago I attended the American Diabetes Association's Expo at the Colorado Convention Center (iRunDiabetes.)

My emerging personal efforts as a diabetes advocate neatly intersect with my professional work as a healthcare executive.  The Expo was marketed heavily to an under insured and under served population to provide them with healthcare and diabetes resources that can't typically access.  I am not one of them.  I am fortunate to have health insurance, and access to care.

For those who do not have diabetes, or other serious chronic conditions, it can be overwhelming even when you have access to care and the resources to pay for it.  I wandered the Expo hall with a profound sense of guilt and remorse; not just because I felt fortunate to have resources to manage my disease, but because I realized the gap that existed between my personal values, and my professional work.

I thought for days about how hard it must be for the diabetics at that Expo who do not have regular access to care. These are many of the same people who my hospital serves when their untreated condition becomes critical. 

Leadership Accountability 
I may be hitting the leadership requirements on my performance evaluation and business objectives in my paid work (although there is plenty of room to improve), but it feels like I am failing when it comes to leadership accountability - the type of leadership accountability that is going to help change the healthcare game.

Maybe my leadership accountability lies in closing the gap between my diabetes advocacy and my work as a healthcare executive?  None of this is measured in my performance evaluation.  I don't have an incentive built around improving access to an under served population - I'm a HR guy.  But if I really want to be one of the transformational leaders who contributes to changing a broken healthcare system, maybe I need to find a way to succeed.

Urgency doesn't come from a program in the workplace, or a fancy measurement scheme in the OD department.  Leadership comes from an urgency of purpose, and is based in personal values.  Maybe the best measure of leadership accountability lies in hiring the right leaders, and giving them the tools, freedom, support, and resources to really make a difference?   But, how do we measure that? 



William Gould is the VP of Human Resources and Support Services for a faith-based, nonprofit hospital in Denver, Colorado.  He is also a recovering HR and leadership blogger who is now trying his hand at writing about diabetes and his running obsession at iRunDiabetes.  His professional objective involves taking the friction out business and people processes that are most commonly caused by stupid HR practices.  He is fond of organizational development work, and passionate about wellness.  Connect with him on LinkedIn. 

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Friday, May 25, 2012

Noise Pollution

"It's time for a reorganization."
"I want to develop a whole new strategy."

"What we need around here is a fresh perspective."
"I just wish our HRIS could meet our needs."
"My employees are driving me crazy."

And on, and on, and on. I have three kids who can get pretty noisy. But the noise (read here => excuses) I've heard generated over the years blows away the decibel level at my house.

It's time to stop complaining, start adjusting, and get to work.

Noise Erodes Credibility
One of the challenges so many leaders fail to recognize is the thin line between advocating for themselves or their areas of responsibility; and the perception that they are too focused on criticizing  instead of finding solutions. Can I tell you where the balance point is between the two? No. But like so many other things in life, "I know it when I see it."

Results Are Better Than Excuses
Regardless of how a leader figures this out, one thing is for sure: focusing on the business impact of a problem versus the appearance of being too emotionally caught up in the details is essential. I'm not suggesting you suppress your feelings about your stance on an issue; I'm simply stating how important it is to remain in control and avoid looking like this guy.

How About You
Do find yourself contributing to the noise pollution in your organization? I hate it when I realize I'm doing it too. What do you do to cut down on that noise and start making progress?

I'd love to hear from you.

No Excuses.




Thursday, September 1, 2011

The Talent Question

I've been reading a lot about Talent lately.  What is it, where can I find it, is there some sort of war for it, should I restructure to hire it, and is it really all that different from recruitment?  Hmm, not sure I have the answers to any of these questions; and candidly, I'm not sure I need one...at least not right now.

Get Out of My Way
I have a new mantra:  Results.  Nothing flashy, fancy, inspirational or trendy.  Just, results.  If I need to call it "Winning the War for Talent" I don't care.  If I have to hit up the online buzzword dictionary and re-title everyone on my staff I don't care either.  I only want one thing:

Results.

Providing Value
Considering the vast amount of wailing in the HR community about the infamous "seat" it seems to me that this issue could be resolved with one word.  Results.  At the end of the day we have a couple of deliverables in this area:
- find and deliver qualified candidates quickly
- ensure the candidates have a positive experience
- hire them
- repeat

Are you with me?  Sure, we have lots of other responsibilities that we have to deliver in a timely and highly professional manner.  But in the era of finding good people to join our organizations; and shockingly with a heightened awareness of discriminatory hiring practices against the unemployed (read here => epic failure of leadership) , nothing seems to be more effective than results.

How About You
Are you hung up on getting your arms around the "talent question?"  Perhaps a task force or focus group will help you get there.  I honestly need to keep learning so I can get the answers I need; but in the meantime, I'm going to go recruit some great people who could really use a job.

I'd love to hear from you.

No Excuses.


pic courtesy of thewarfortalent