In this era of people analytics, many HR leaders feel they ought to be producing dashboards. The problem is that they don’t know why — and that is one heck of a big warning sign. I’ll keep this brief, but here are a few headlines on how not to mess up dashboards.
“We have a fundamental belief that our single most important asset is our people,” Jones said in a recent interview. “If you think about the industry, and assets and liabilities, it’s all about maintaining risk. For us that means developing a culture where we’re so focused on making sure they have all the right tools to do their jobs.”
If I gave a quiz and asked you the industry spokesperson who said this you would probably say a head of HR or maybe a CEO. What if I told you the truth teller was a banker, albeit a CEO? What if I also told you he positioned employee satisfaction as a “risk management” issue?
He also said, “I go back to the basic tenet that you need to make sure people are always viewed as your most important asset,” says Bob Jones, chairman and CEO of Old National Bancorp. “Don’t take them for granted.”
What advice would you give to organizations about benefits?
Steal as many good ideas as you can. I go back to the basic tenet that you need to make sure people are always viewed as your most important asset. Don’t take them for granted. We use the analogy that when you’re dating someone you do those nice things in the beginning but sometimes when you’re married for a long time you forget to do them. But as you’re thinking about your associates, you have to remember the little things make a big difference, like picking up a phone and telling someone, “Thank you.”
Investors are shifting the goalposts for business accountability beyond the traditional quarterly reports on revenue, profit and growth. As well as traditional reporting, forward-thinking investors now want to see how a business maximizes its human capital without creating any associated harm or risk within the organization or in the wider community.
This new focus is called human governance, and over the next few years it’s set to become as important a measure of corporate performance as traditional reporting has been over decades past.
Human governance manifests itself through ensuring the entire extended workforce can maximize its own personal value, and through this, a business is able to maximize its own value. This maximization of value comes about through the broader expectations the community has for business. While profit remains important, the community – and now investors – are also putting value on how sustainable an organization’s operations are, how well it treats its employees, and the broader contributions the business makes to society as a whole.
This new focus on maximizing human value also has significant ramifications for the HR operation within an organization. Gone are the days of HR being policy and governance police, the home of hiring, firing and vetting staff performance.
https://leadershipfreak.wordpress.com/2016/09/10/everything-good-in-leadership-begins-with/
What working definitions of humility might you offer?
You can also layer on lots of beautiful pictures and graphics to grab people’s attention, but visual candy does not substitute for a strong argument and a compelling story. I may find your images engaging, but if they don’t tell me what to do or what I must learn, I may just remember your talk as a “good presentation,” and never take any action as a result.
Above all, a well-crafted presentation gets people to focus their attention and their efforts. And focus is something we all desperately need when so many other tools are distracting us instead of making us more productive.
This note sums up the underlying philosophy of management and leadership. The key however is to know, how to earn these things. That, according to me, is the #1 challenge of leadership today.
https://leadershipfreak.wordpress.com/2016/08/24/5-questions-to-ask-during-tough-conversations/
The tipping point between prolonged disappointment and renewed vitality is a difficult conversation.
Many leadership frustrations are the result of conversations that didn’t happen.
The choice to avoid difficult conversations often masquerades as kindness.
https://leadershipfreak.wordpress.com/2016/08/28/25725/
Leadership is a calling, not a career.
Leadership is about serving, not being served. The more you serve, the more valuable you become.
HENRY KOTULA 