Talent Management

Achieving Greatness: A Not Impossible Goal!

Eiffel Tower - symbolising greatness 37182491_s“One is too small a number to achieve greatness.” I just love this statement by Todd Duncan that I came across this week. How much more powerful it is than my more prosaic, “No individual achieves success solely through their own efforts.” Yet whether you prefer the poetic or the prosaic, the words highlight an important, fundamental truth.

For most of us “greatness” may just seem an elusive dream. But what if you substitute the word ‘success’ for ‘greatness’? After all, greatness is ultimately only extreme success.

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Why Valuing Employees Makes Sound Business Sense

They say you should never answer a question with a question. Yet, sometimes, there is no better way of providing an answer. You are likely familiar with the apocryphal story of the executive who asked, “What if I train my employees and they just leave?” And, who apparently received the answer, “What if you don’t train them and they stay?”

What a classic riposte. Oh to have the same wisdom and wit! I increasingly feel that is the perfect way to answer a question I am often asked. So from now on when people ask me, “What happens when I value my employees?” I am going to respond by saying. “I don’t know! But what happens when you don’t?”

The great management paradox is that it is common for executives to say “Our people are our greatest asset!” Hell some might even sincerely mean it! Yet convention insists that we account for, manage and treat employees solely as costs. How then can you expect your employees to be engaged if the subliminal message they keep getting is that they don’t really matter?

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Powering Business Success: The Sustainable Model

In my last blog I shared how I would adapt John Spence’s business success formula, building on its fundamentally people-centric essence. I promised then that I would show you how you could put it into practice more easily. So now it is time for me to keep my promise and do just that.

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Powering Business Success: The Sustainable Formula

Relativity 36981809_sI just came across the formula for business success! Who knew that business success could be boiled down to a simple formula?  I certainly didn’t. The formula is the brainchild of John Spence, a best-selling author, who is also a strategist, consultant, speaker and advisor to business leaders all over the world, so one would suppose that it is credible.

Anyway, the thought is intriguing and certainly warrants further investigation. So let’s take a closer look.

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The Productivity Paradox: Why Business has a Role to Play in Reshaping the Global Economy

Productivity Paradox iStock_000009122616SmallImproving productivity is a key objective for most organisations. After all it is the flip side of greater efficiency. Or is it?

You don’t have to be the sharpest knife in the cutlery box to appreciate the extent to which technology has changed and is changing the way we live and do business. We are, however, paying a massive price for this. Unfortunately we are not yet fully recognising this and so are not only doing nothing to reduce this price, but actively exacerbating the problems that are building up as a result.  

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Customer Experience Comes from the Hearts of Your People

“Customers will never love a company until the employees love it first.” That quote from Simon Sinek caught my attention this week. It seems so obvious. Yet the majority of our customer experience tells us that it an extremely rare phenomenon. You don’t need any employee engagement statistics to tell you that the vast majority of people either do not love their jobs or the organisation they work for.

That is why a great customer experience stands out brighter than a comet flashing across the night sky. Let me share a story about what I mean.

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Organisational Development is about Your People

Where do you fit on the chart below?

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People Matter: My Vision

I see a day when all people of all nations will rise up and live their life to their fullest Vision (abstract) 123RF 4511584_spotential.

I see a time when people will no longer allow work to be a four-letter word and something to balance with life, but will value it as a vital, integral part of their life.

I see a world where work is not a bind but an opportunity for every person to celebrate the uniqueness of their being and the way they express who they are.

I see that each and every person will recognise their work as their contribution to humankind and make it a focal point of their lives. And that, as they do so, they will strive to maximise what they give and, in the process, optimise who they are.

I see that, as people recognise work as part of life and not an adjunct to it, they will regard their work as their business and do everything in their power to make it a successful business that blesses the people it serves as well as themselves.

I see people treating work as part and parcel of what they have to do, not out of compulsion, but simply to be the best they can possibly be; in order that, when their time is up, they can look back with pride.

And I envisage workplaces that recognises people for who they are; that sustain, nurture, encourage and enable them to be their best.

I see workplaces that cease to manage people as a resource and instead improve efficiency by encouraging, enabling and endorsing self-management. I see workplaces that acknowledge people for the assets they are, giving them back their independence and pride, and basking in the better results this brings.

I see workplaces where command is dead and control is a collective responsibility rather than an imposition: where organisations pursue purpose rather than profits at any price.

I see workplaces operating as single teams, where people do not compete, but work to support one another for the common good; of individual, business and the wider world.  

I see this new outlook bringing a new enthusiasm and creating a zeal that makes it all a joy. I see reduced conflict and greater co-operation that makes the world a better place and enhances its chances of survival.

I see you helping to make it happen!

(With acknowledgement to Martin Luther King)

Bay Jordan

Bay is the founder and director of Zealise, a company created to help larger small to large business organisations to properly value their people and thereby inspire them to optimise their self-worth and so engage them that they transform organisational performance and bottom-line results. Bay is also the author of several books, including “Lean Organisations Need FAT People” and “The 7 Deadly Toxins of Employee Engagement.”

How red tape strangles employee engagement

NooseMy apologies to my devoted fans (you know who you are LOL) for being late with this week’s blog. I hope you will forgive me when I explain how this came about (and not want to strangle me!)

We are providing a training course for a large global client. They are running the course in a central European country, with the majority of the delegates coming from that country, but including some from other European countries. Nothing unusual there, but ...

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How to Escape the “War for Talent”

Are you familiar with the “War for Talent”? Worse still; are you caught up in it?  Recruiting and retaining people with the right skills to ensure, maintain and sustain the success of their business may be the number one concern of many CEOs. Only last week I read a headline, “70% of CEOs say they cannot find the right talent.”  Don’t you be drawn into this ‘phoney’ war. 

The term “War for Talent” was coined by Steve Hankin of McKinsey and Company in 1997, which means it has been around for nearly 20 years now. That is certainly testament to the catchy headline it makes. Yet it referred only to a likelihood of an increasingly competitive landscape for recruiting and retaining people as employees. So what you need to ask is, “How likely is this scenario?”

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