Infusion Group Blog
The Value Zone: A 3-D Look At the Coming Workplace Block Buster
Reflecting on the post-recession overhauls conducted by many organizations around the globe, we have begun to see an emerging shift in executive roles with an emphasis on future value creation.
We have entered a time when there is virtually limitless competition between differentiated products, and what you sell is becoming less as important as how you sell it. This differs from the Industrial Era (manufacturing) naturally, where the control zone often sat with the CEO and senior executive teams. The top executive team was comprised of key roles in setting corporate strategy, policies and quality control processes which added significant value to the business.
Today, like a high-tech future space movie, the value zone is shifting rapidly to where it matters 
most – the interaction between front-line employees and external customers. It is in building and maintaining these relationships where many workers and talented employees often find work more meaningful and is rebuilding the bottom line. In light of new governmental mandates and reforms, especially in the United States, shareholder value will, and is, being tested in different ways. How organizations embrace opportunities to compete differently will also take on new meaning. Clearly rethinking leadership styles, existing organizational structures, workplace culture and their alignment with new priorities and realities is the beginning of a potentially great new block buster, “The Transformation of the Value Zone”.
In the new Value Zone, many CEOs and executive teams will naturally transform. Responsibilities to balance the power of position and that of ideas, being the external voice of the company, and being the chief enabler and value voice within the organization are already evolving at some leading edge companies like HCL Technologies, Inc. These shifts and changes demand a three dimensional view of the future business landscape.
As other executives collaborate in new and refreshing ways to create, leverage and integrate value, the role and significance of strategic HR is needed more than ever. Human Resources may also have a very different look based on the outcome of these business models, and may vary depending on the industry, geography and other relevant factors.
How might leaders and HR executives begin to future proof their business decisions and strategic people initiatives to withstand the numerous global drivers that will impact the organization in the coming decade? Below, are some actions leaders can begin to plan for now:
Leaders must embrace the responsibility that comes in understanding that the future is not a place we go to, but it is one in which we must collaborate in creating. Are your leaders equipped to lead the change?
- Outline the different business models that co-exist in the global marketplace and develop scenarios appropriate for your organization, industry or geography. How might Human Resources best serve these various models? For example, will Talent Acquisition create more value in Procurement Supply Chains or in Corporate Services?
- How does your business fit into these scenarios? Will you have the current and/or future capabilities to meet them?
- Assess the “real options” or actions your leaders might take to mitigate any risks, capitalize on opportunities, and place the whole of the organization in a highly competitive position for the future.
- Conduct drill-down assessments of people management practices and policies. Are they future proof? Will they withstand the tests and trials of an ever evolving marketplace?
While value creation can favorably impact any organization through various business models, supply chain and vendor innovations, it may also increase the fear of uncertainty.
21st Century leaders are especially prone to experiencing heightened levels of fear and anxiety knowing that their people and teams are looking to them for guidance and a sense of stability. 21st Century leaders need to acknowledge these fears and turn their focus toward addressing and controlling them through proactive communication and leadership, rather than being consumed by them and the sometimes overwhelming unknown. Many top leaders experience the fear of failure more than they fear being a success. Acknowledge them and put a course of action in motion to help lead a steady course through them. To deny the existence of fear or by disregarding and minimizing the emotional impacts that transformational change can cause would be a disservice to those looking for guidance and wanting to make a meaningful contribution to the future of the organization. Acknowledging the emotional impact of change and taking decisive, key action will not only serve to minimize and contain any fear, but will demonstrate your credibility, prowess and authenticity as a leader.
The most important currency in the Value Zone a leader possesses is one’s ability to develop and multiply the trust and respect of people. Your staffs, your colleagues, your customers, your future customers, your vendors and your suppliers all are seeking one critical thing; a leader to follow who they know beyond a shadow of a doubt that they can place their trust in and respect. Without this currency, there is no sustainable value for key shareholders and other key stakeholders of an organization.
Identify and search for ways to build and harness this trust and respect to better the lives of those around you. Employees want to know that their leader (s) words and actions support 
what’s best for the whole of the organization. Actively pursue input and engage employees to share their ideas that will help create new value and drive your company into the 21st Century. In today’s business environment, employee engagement and risk management issues currently sit at critical levels. As a 21st Century leader, stay focused on what you can positively influence for the benefit of people and the company and put action to your words.
Employee expectations have already shifted in the new workplace relationship, according to a survey conducted by Towers Watson, a global consulting firm. Employees acknowledge their responsibility for taking ownership of their careers, finances and healthcare but often feel a lack of confidence in managing so many changes. Over 60% of employees intend to leave their current jobs when the market gets better, according to a recent article in the Wall Street Journal (May 25, 2010).
People seek to follow the best leaders that they know they can trust and who will help them to grow and be successful. Below are a few questions leaders may want to consider from a dimensional value zone view to reduce risk management issues for their company and positively move change forward:
- Are my words and actions demonstrating a concern to make things better for the work environment?
- Do my employees believe in me?
- How do I demonstrate that I really care about the lives of others and the success of our organization so that it benefits everyone?
- Is what we do each day in our department for the benefit of others? Or are we doing things that just make us look good?
- How do I recognize my top employees; beyond compensation practices?
- How do I communicate through my words and behaviors that I value people in my organization? Especially all of my employees?
- How am I expressing appreciation towards others in my company for their contributions that create value for others?
When leaders begin making this shift of focus to the betterment of others and confidence continues to rise, you will have people lining up to follow you. Focus every day on how you can make things better. Yes, you will face unexpected issues and new challenges will arise, but when you “shift” and help others create value, you will unknowingly create the next scene for the latest upcoming block buster for your company!
Thank you for joining us today. We value your connection.
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©2010 The Infusion Group™ LLC. All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC (http://www.theinfusiongroupllc.com) and delights in partnering with leaders and organizations in connecting people with their business vision to what matters most. The Infusion Group™ publishes a monthly newsletter “Infusing Solutions @ Work” http://www.theinfusiongroupllc.com which is fused with the latest resources and tips to help organizations create a thriving 21st Century workplace. She can be reached at judy@theinfusiongroupllc.com.
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Beyond Best Practice, Next Practices for Workplace Growth
For many leaders and CEOs, the economic environment last year served as a wake-up call. The economy is one of a series of challenges that sounded the alarms during the first part of the new century. In rapid time, leaders have become aware of geopolitical issues surrounding energy and water supplies; of the vulnerabilities of supply chains for food, medicine and talent; and the sobering threats to data and global security.
Although, these challenges, threats and opportunities are coming faster and/or with less predictability; they are coming together to influence each other and provide opportunities to create entirely unique situations.
The issues are increasing in complexity and will require unprecedented degrees of creativity to lead and shape the future marketplace. According to a number of growing studies, many leaders share the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways. Organizations are demanding growth, and growth demands strong leadership.
Over the years many organizations have taken different paths to become faster, leaner, more efficient and more profitable. Whether its’ a process improvement, change initiatives or customer service programs, implementation and execution of any key strategy begins with people.
While process efficiencies are important and necessary to running a sound business, they will not be sufficient toward meeting the future challenges. Research shows that after process improvement, only three in 10 initiatives meet objectives originally set out; demonstrating that execution has not necessarily improved as much over time. Since process improvement is no longer the driver of speed, creative leaders are becoming more intentional about connecting the right people and structural synergies that can influence employees and customers in meaningful ways. These leaders have no need to crack the whip, micromanage, or command respect through compromising tactics. 21st Century leaders spend more time in CYA activities (aka Cultivating Your Assets).
People..Partnerships..Possibilities
Speeding results is all about people. Building true partnerships
with your people; talented employees and customers creates the value difference and serves as the cornerstone in a responsively agile and regarded organization. Creative leaders begin by asking the questions about the cultural components that provide differentiated value and impact long-term strategy. By addressing these attributes upfront and taking a holistic view of their respective people portfolio they will be better positioned to seize marketplace opportunities and ensure business continuity.
Where will you find the creative and open leadership to produce such innovation that is recognized by many CEOs as being one of the most important leadership competencies moving forward? Does it exist in your workplace currently?
Clarity of Focus
For starters, leaders may want to begin with the mirror, mirror on the wall conversation. The internal dialogue that causes in-depth thinking and compels us to change when change is being called for. These conversations focus on real depth to gain key insight for disciplined action. They’re intended to dig deep and ensure that the motivation is to help the organization and others; not about furthering hidden agendas.
Many leaders find a trusted business partner, advisor or executive coach to support them through this challenging yet rewarding exercise. 21st Century leaders push themselves toward breakthrough thinking.
Authenticity Up Close
Leading a team of approximately 60,000 professionals in 26 countries is no small undertaking. Vineet Naya, CEO of HCL Technologies, a$2.3 billion HCL Technologies Ltd.firm, represents an emerging innovation of management among global leaders. He works hard to challenge the status quo and views his role as Chief Question Asker, and declares openly that he is not the entire provider of answers. To avoid the dangerous traps of thinking that he must have all the answers and/or act as if he does know all the answers, he begins each day by asking himself the following:
- Is my organization as ready to transform itself as I think it is?
- How can we accelerate the growth of the company by transforming the “how” of what we do and not just the “what”?
- By focusing on people, can I reduce the uncertainty in our business?
- Do they actually know more than I do?
- Do I act as if I know they know more than I do?
- What will help us to grow faster?
- Should people who create value be governed by people who control it?
- Am I too focused on control?
- Am I obsessed with control?
- What things do I control that I should not control?
- How can I give more control to others in the organization, especially employees who create value?
- What rules do we need to get rid of today that would help us grow?
- Would my employees’ children want to work in a company like mine?
- What would happen if there was no CEO at my company?
Leap Ahead of Best Practices
Creative, 21st Century leaders expect to make deep changes to 
realize strategies, but to succeed they don’t take short-cuts in building quality relationships with their people. As a result of investing in this step with their people, they find new ideas, take calculated risks, and keep innovating in how they lead and communicate.
How can you ensure engagement in open and inventive management styles, particularly with a new generation of employees, customers and supply chain partners? Consider these questions:
- Are the changes you’re committing to in the coming years from the team’s best thinking, the A-Game?
- Are you retaining B & C Talent and losing A-Talent? If so, what needs to change?
- Are you resisting the temptation of using the same idea mold that has been used historically?
- Are the “best practices” really the right practice in meeting future complexities for your company?
- Are the “best practices” the right fit for your culture and talent? Are your investments reaching the right mix for your people portfolio?
- Are managers investing the right talent wisely and building the company’s portfolio? Or are management behaviors destroying key assets?
- Are your people management practices operating at mediocre, maximum or optimal levels?
- Are we as leaders ready to invite the disruptive innovation, and encourage others to drop outdated approaches and take balanced risks?
Stay Curious.
After careful review, leaders may just find that the old “best practices” are no longer suited for 
future growth and that next practice innovation may be the synergy your organization’s been searching for.
What questions help you and your leaders stay focused on delivering new value and moving innovation forward?
Thanks for sharing your valuable time with us.
Stay Connected. Join the 21st Century Workplace Conversation on Twitter. Register to receive FREE Infusing Solutions @ Work resource; Click Here
Read more about how Vineet Naya is leading innovation in his new book, Employees First, Customers Second.
Photo credit: iStockphoto
©Copyright. All rights reserved. Judy White, President, The Infusion Group, LLC, partnering with leaders and organizations to optimize the 21st Century Workplace through an infusion of strategic people management consulting and executive coaching services. www.theinfusiongroupllc.com
How Can Your Employees Tell You’re Listening?
Communication strategies are on-point when employees know that their input is getting through to leadership at the right time. The workplace becomes ignited with new ideas, higher morale, and exudes energy impacting stronger business results.
Connecting Conversation
It’s one thing when employees share an idea that may improve operational efficiency, or aids in adding a new revenue channel, or even increases the percentage of satisfied customers. Leaders are often pleased by this demonstration of active involvement and listening tends to come easier.
It becomes another thing when an employee spots a “tell” and shares a financial discrepancy or other disparity in a workplace practice or activity that may have negative implications for the company in the short or long-term. Some leaders may embrace this feedback by either:
- Reinforcing that the employee did the right thing to bring it forward or;
- It gets added to the list of issues and competing priorities and may fall to the wayside or;
- A blind eye may be turned in the more toxic environment and efforts to suppress the truth becomes all ensuing until the discrepancy once again, rears its’ ugly head.
There are other ways in which listening becomes crucial in today’s workplace. Economic pressures may now be easing around some parts of the globe, but the impact on the workforce and employment appears to be running deeper. The recession is driving a new set of expectations regarding the employment relationship between employers and employees. Steps that were taken to control costs and protect businesses during the tough times by many have altered employees’ views over the last 12 months.
A Global Workforce Study conducted by Towers Watson, revealed that while many organizations are planning to simply reinstate some of the employee programs that were cut in the past year to save money believe that this measure will effectively address employee concerns. Interestingly, the study further revealed that employers may be bumping up against a very different perception and expectation held by employees moving forward.
Employees seek greater ability to control their work situation in order to address concerns over long-term job, financial and physical security. This presents a fundamental disconnect between many employers and workers and a courageous challenge for 21st Century leaders to find creative ways to better equip their organizations in adapting to shifting expectations.
Gaining valuable insights into your employees may present a dynamic new paradigm. It’s become clear from the growing body of research, that in order to sustain a competitive advantage, companies can no longer afford missteps in talent and executing strategy.
Too much to do, fewer resources
As workers rush around with fewer resources to get things done, are leaders in your workplace listening to how well their employees actually understand the company’s new direction or strategy and ensure employee’s actions are undeniably aligned? How well do employees know the products and services of the company? What percentage of employees feel they know enough about your customers and the differences between your products and the competition? Do employees possess specialized knowledge into the best type of customers your company seeks to build and retain vs. those customers that drain resources and diminish profit margins? When you step back, what are you hearing? Is it active or passive employee involvement?
New Rules of Engagement
One-way, top-down communications commanded organizations in the past. However, with today’s wired and high velocity environment, this approach to communication is changing and is being introduced to dynamic two-way conversation throughout an organization’s supply chain. What might happen if employees became true stake-holders in your organization’s future? Might they be more likely to go the extra mile? Would work become more rewarding?
So often as leaders we identify the “high-stake” conversations in advance, but how well would your workplace know if the potential and power of a conversation shows up at your door today?”
Good News
The Communication ROI Study by Towers Watson, reports that effective communication is a leading indicator of financial performance. Companies that are highly effective communicators had 47% higher total returns to shareholders over the last five years (compared with firms that are the least effective communicators).
So if your company isn’t quite there yet and is eager to increase active employee involvement and better profits, courageous 21st Century Leaders may consider a new path that can,
Open the door to dynamic dialogue.
Start now to create the company culture you want, as you emerge from the recession. Educate the team on values and culture.
Conversation is the relationship. Keep in mind that a careful conversation is a failed conversation because it postpones the dialogue that wants and needs to happen.
Reevaluate your assumptions. Do you really believe that you can make a difference in your organization?
Eliminate having business conversations, commit to human ones.
Equip and trust leaders to lead the change and measure the impact of their overall effectiveness.
Innovate two-way feedback, to create honest exchanges of information and real dialogue.
Create the winning environment where spotting the ‘tell” is safe, expected and respected. Who doesn’t want to work for an organization that exhibits above-average revenue growth rather than appear in the new Corporate Black List magazine anyway?
Pull the truth toward you. If your workplace or division is plagued by fear and mistrust, be relentless in pursuing respectful, honest conversation.
Be determined in finding the answers to people’s questions and worry less about not knowing the answer when asked.
Move Forward and Build Momentum
As courageous 21st Century Leaders, let’s ask:
What does your leadership look like on one of your BEST days? Have that mental picture? Excellent! Now, what are the conversations that have your name on them? Which ones have you been avoiding? Who’s it with? And what is the topic? Do you have the list? Is your action plan in place? Great! Now practice. Yes, practice. Many executives I know are highly disciplined in this area and follow a simple PDR formula ~ practice, drill and rehearse. They accept the responsibility of their words and its’ impact on others and avoid the temptations to shoot from the hip. NOW, conduct the necessary conversations and start living more of your BEST days as a leader!
Continue being intent on conducting the necessary conversations each day ~ asking, listening, directing and measuring (in that order) and you’ll soon be listening to how well employees are thriving!
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©Copyright. All rights reserved. Judy White, President, The Infusion Group, LLC, partnering with individuals, leaders and organizations to optimize the 21st Century Workplace through an infusion of people management consulting and professional coaching services. www.theinfusiongroupllc.com
Mind the Workplace, Mind the Healthcare Gap
Prior to the recent passing of the health care reform bill, many workplaces and organizations were beginning to undergo (and or undergoing) transformation due to a number of drivers as discussed in earlier blogs. Now with a nation that is strongly divided by the intensity of the healthcare reform debates and recent passing of legislation, along with a sluggish economy, it has caused confusion and uncertainty in the minds of many.
It is essential that the community understand that the recent health care bill is only the beginning of continuous change that will have significant impact on people, workers, organizations and the future workplace. There are still many issues that need to be addressed in the coming years as phases of the law are rolled out.
The Infusion Group™ remains committed to helping people, leaders and organizations address the future implications on the Workforce Portfolio and workplace culture through an infusion of pro-active people management practices and continue our efforts to work with thought leaders in developing “next practice” talent management solutions that increase people/business value and reduces cost.
The trends and pressures facing the work environment today will alter how businesses operate and how workers will connect to their organization. As the economy recovers, the increase demand for top-talent will hit organizations quicker than people may realize. Restoring faith and trust of demoralized employees while leading and managing the change journey will be critical to future success.
We will continue to provide resources that help to address some of your concerns and help you prepare for the changes it will bring. Regarding healthcare reform, most of the provisions will not go into effect until 2014 and beyond, however, there are some changes for 2010. For a full outline of the provisions of the bill effective in 2010, click here.
Additionally, we have provided some helpful links that provide the details and anticipated timelines of the various provisions.
Helpful Links:
For a summary of the entire health care reform bill, click here.
Health Reform Implementation Timeline, courtesy of the Kaiser Commission on Medicaid and the Uninsured and the Health Care Marketplace Project.
America’s Health Insurance Plans (AHIP)
Timeline for Health Care Reform Implementation: Revenue Provisions, courtesy of The Commonwealth Fund
While addressing the initial impact of the health care reform, it is also critical for leaders and organizations to consider implications government mandates will have on future people and business strategies.
The material presented should not be construed as legal or compliance advice, or any other type of opinion on health care reform as many of the provisions of the health care reform legislation will require regulatory implementation and/or federal and state direction and guidance.
Photo Credit: iStockPhoto
Thank you for sharing your time with us today! Join the 21st Century Workplace Conversation – http://www.twitter.com/theinfusiongrpllc. Stay Connected. For FREE e-zine resources, Infusing Solutions @ Work, visit us at http://www.theinfusiongroupllc.com.
About the author: ©Copyright. All rights reserved. Judy White, President, The Infusion GroupSM, LLC, partnering with individuals, leaders and organizations by infusing the 21st Century workplace through customized people practice consulting and professional coaching services.
Frustrated? A Leaders Challenge in Managing the Multi-Generational Team – Re-Connecting the Recession Battered Workplace
Connecting People, Leaders and Organizations in becoming the sought after workplaces of the 21st Century.
** NEW ** For the week of April 12th ** Strategic People Consultant and Workplace Champion, Judy White, SPHR, GPHR, HCS leads the discussion during the week of April 12th. Post your questions here and please be sure to stop back during the week for updates:
Workplace Advice: Re-connecting the Recession Battered Workplace
A leader asks us, “I have a diverse work team of highly qualified millennials and boomers; most are strong individual performers. My challenge has been trying to minimize frustration between them as their generational differences seem to clash and get in the way of team performance. My millennial employees resent hearing through the grapevine that their boomer colleagues view them as slackers. That they lack the drive that their seniors had at their age. And my boomer employees are often dissatisfied with how they are spoken to by some of my millennials. Judy, I’d have much more time to get other things done, if they’d just act as adults and work at getting along. Any suggestions?”
Dear Leader,
Thanks for the great question. Let me encourage you by saying, you’re not alone. Many leaders and organizations face similar challenges. And like you, they wish that they’d begin acting like adults and just get along. The problem is that ‘wishing’, isn’t going to create the change necessary to improve relationships and team performance. Therefore, communicating a new vision, creating a roadmap to get there and coaching employees to relate further may aid in reducing frustration levels and improving performance results. As you consider your new vision, it may benefit you and the team to focus more on the strengths of their respective generations and encourage their active involvement in expressing them.
For example, research shows that both generations prefer environments that create transparency and respect. Therefore, open the doors of communication and concentrate on creating a participative, inclusive and consensus-building environment and not rely solely on job competence. If goals and expectations are communicated clearly, then step back as coach and let them complete projects their own way so long as results are delivered your way and by established deadlines.
What might occur if you helped your team become coaches to one another? Generally speaking, mentors are crucial to both generations; especially Millennials who have been coached their entire lives. Millennials can mentor Boomers about new technologies and the power of online communities and in kind, Boomers can respond significantly by helping them become familiar with the professional workplace and guiding them through office politics that is often foreign to many Millennials. Boomers have tremendous experience about business, your organization and how it makes money. Encourage this kind of dialogue and how it does well for everyone. Try offering resources and information and resist the temptation to parent Millennials. It may go along way toward strengthening and recognizing your multi-generational team.
Give open communication time and you’ll soon begin to see the team’s strengths soar.
We appreciate your question and value your time. Please stop back and visit us again soon.
Re-Connecting the Recession Battered Workplace
Connecting People, Leaders and Organizations in becoming the sought after workplaces of the 21st Century.
** NEW ** For the week of April 12th ** Strategic People Consultant and Workplace Champion, Judy White, SPHR, GPHR, HCS leads the discussion during the week of April 12th. Post your questions here and please be sure to stop back during the week for updates:
Workplace Advice: Re-connecting the Recession Battered Workplace
One employee asks, “My company downsized last year and I’m concerned that more layoffs could be coming. We lost a few people on my team and it’s a challenge trying to keep pace with the work and the hours. Many of them are worried about losing their homes and having enough money for any savings or future health care expenses. Every day we’re feeling more and more stressed out. How can I help my co-workers who have become more difficult to work with lately from all of this stress and help my company keep good customers?”
Dear Anonymous,
Your display of compassion for your fellow co-workers and desire to help your company be successful during these recessionary times is admirable. During difficulties, there can be a tendency to fall into patterns of negative thinking and action. The ability to maintain a positive attitude during trying times is challenging and requires commitment.
I sense your willingness and leadership in trying to make some improvements in your workplace. Without knowing more specifics regarding your situation and workplace culture, it’s difficult to offer very specific feedback. However, let me attempt to address your general concerns and offer a few thoughts about how you can help to infuse your workplace today.
Performance Factor. If it’s been awhile since your last performance review, don’t wait another day to obtain clear direction and valuable feedback. Given the layoffs and changes in your workplace last year, goals and objectives may have shifted. Therefore, schedule time to meet with your manager so you may discuss the goals of the organization and how it affects the department (unit). Activities that do not support the organizational objectives should be eliminated. Take the steps necessary to ensure your activities are aligned with the mission and expectations of your current position. Seek specific feedback on your current performance, how you can improve it further and also present two learning goals; areas that enhance your professional growth and will also add value to serving the customer and improve the company.
Healthier You. Give yourself permission to take care of your health. Balancing today’s economic challenges between work, family, school and/or aging parents can have negative affects on our health. Therefore, reflect on your priorities and take the necessary steps toward your wellness goals. Set reasonable goals. A 10-minute walk during the lunch hour, or 1-day–sugar-free/salt-free each week can add up. You may also want to consider an on-site “walking-club” at work during lunch break where you and your colleagues can step away from the workplace and re-energize. Or consider a “water-club”, where employees forego sugared colas and focus on increasing their water intake to improve weight-loss, or consider a “community garden”, where employees contribute to planting, maintaining and growing a vegetable garden during non-work hours on land provided by the company. The benefits of eating more nutritious vegetables, helping employees save money on their weekly grocery expenses, while improving overall team relations are but a few of the rewards employers and employees are reaping. Small, positive, steps over time accumulate and can build lasting dividends.
Take work out work. Empower yourself and initiate conversations with your boss to look at new ways to take work out of work. Develop ways to create efficiencies in your workload and among your co-workers. Are there steps that can be consolidated to improve the time on completing a report or spreadsheet? Are there ways to utilize Instant Messaging among your team to help expedite answers when trying to resolve customer issues? Are there department reports that are done that no one has time to read anymore?
Develop a list of ways that can improve efficiencies, quality and task sharing in the department. Schedule time to meet briefly with your boss and review the list. Your boss will value your initiative and desire to take ownership. Encourage your boss to invite other members of the team to add to the list and watch what can happen.
Dealing with Difficult Co-Workers. Continue to demonstrate respect to your fellow co-workers. Be empathetic to their situation; however, be honest with your colleague (s) if behavior crosses the line and becomes inappropriate. Silence only allows toxicity to spread; while courageous conversation may feel uncomfortable, confronting reality imparts accountability and provides a healthier alternative toward a more productive workplace culture.
We appreciate your posted question today and for connecting with us. We invite you to come back and visit us again soon.
New Competitive Levers: Is Your Workplace Ready?
What does the road map into the Talent Age really look like? What are some of the key steps 21st Century Leaders and organizations must take to ensure that their People Portfolio will be aligned and ready to better execute strategy?
How quickly will your people and leaders be able to adapt to rapid change given the number of drivers impacting business strategy in a highly competitive global economy?
These questions are now finding many organizations reassessing their business strategies in order to respond to the health-care reform legislation and prepare for growth. Forward-thinking companies are leaping way ahead of the competition and realizing favorable outcomes despite these turbulent times. Talent leading organizations are becoming better positioned and are not only leveraging today’s economic shifts, legislative changes, markets, cultures and other challenges but are also creating an internal renewable energy that is destined to impact their long-term business objectives and sustainability efforts.
A common attribute among the leadership ranks within these leading organizations is an unwavering focus on courageously confronting core beliefs and embracing new realities while collectively and collaboratively redefining new measures of success in the 21st century. They recognize that rapid change is demanding much more from leaders than ever before. Knowledge, expertise and skills continue to remain highly valuable assets; however, there is something that runs far deeper than competencies and is becoming a secret advantage for many of these leading companies.
When we think about some of the important purchasing decisions we have made, what were some of the qualities we considered? Reputation of the company, product/service, quality, value, price? Many people would probably also agree we prefer to buy from companies we know will deliver on their promises; people we can trust and respect, right?
Employees also delight in working for companies that they trust and respect — companies that are pro-active, where workers feel respected, dignified, and safe to contribute, learn, and grow. They also want to follow People Leaders who have the ability and wisdom to create an atmosphere of high trust, where healthy dialogue and productive team behaviors soar.
What Lies Beneath
The new competitive levers in high demand emphasize strong character — integrity and trust. Strong character strengths are the foundation to increasing global agility and create the positive relationships necessary among people from various cultures, countries and markets. Leaders of the 21st century who adopt and model these levers create renewable energy among peers, employees, customers, cultures and global communities.
It is character among leaders, who multiply this lever within the organizational systems and structures, that infuses people and permeates an energized workplace culture.
Excuses for bad leadership no longer withstand the highly valued transparency that exists through Web 2.0 and digital communications. In a portable marketplace, great leadership (or bad leadership) spreads virally in seconds and will make these 21st Century Leaders highly sought after by competitive organizations. Leading organizations that are committed to aligning the right talent in the right role at the right time understand that strong character is foundational toward building 21st century global agility and social capital.
Sony could have had the product edge that Apple’s iPhone established a couple of years ago. They possess incredible talent and have an outstanding reputation for quality products. However, given the fiefdoms and internal cultural wars, they lag behind. Apple, on the other hand, looks forward by answering the tough 21st century questions while working harder to create the leadership models of the 21st century that drive the workplace culture and inspire people to share their best work.
Inspiration at Work
Just recently, I had the great pleasure of spending some time with a number of IBM’s most talented executives to learn more about their forward-looking focus in building a new model for who will lead IBM and other partners in the 21st century. Having a global presence has been at the forefront of IBM since the beginning. What’s different now? The emphasis on character that lies beneath their global outreach initiatives, business and people practices, and vision for strengthening communities and infrastructures around the world. What was most admirable in these top-talent executives was the level of authenticity, humility, deep compassion, integrity, mission, and a respect for all team members — regardless of expertise level or job title. The commitment they showed to each other, their global project teams and the countries they were serving displayed a level of generosity and humility that is multiplying in ways that may seem counterintuitive for a lot of organizations in today’s hyper-competitive environment.
Cultivating the 21st Century Leader at IBM involves more than just top performance (intelligence and competence) and strong results delivery. There’s a more important lever, one that lies beneath: character.
IBM’s leaders in the 21st century need to demonstrate high standards of behavior that support organizational values, cultivating these values in others while also contributing beyond the workplace and positively impacting their communities.
Character does count. At least it’s counting in ways that matter most to people, providing meaning and purpose while helping to make communities around the U.S. and the globe a little bit stronger. And while a focus on character positively impacts people’s lives, it also adds to healthier bottom lines: http://www.ibm.com/annualreport/2009/2009_ibm_annual.pdf
Going green and innovating internal renewable energy may just be the lever that changes everything!
Key Questions to Consider
- What is your organization doing today that will create a cycle of value in attracting the best talent, and who would consider yours to be the best company?
- What term (or phrase) would best describe your organization if you lost 25% of your best talent this year?
- What are the strengths of your people and leaders?
- How effective is your organization in talent planning?
- If your workplace doesn’t make any changes now, what impact will there be two years from today?
As each of us considers character, greatness, meaning and purpose, true discovery often comes via those questions that pick us?
Given where your workplace culture is today, are there questions that might be picking you? And if so, which ones?
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Photo credit: iStockphoto
About the author: ©Copyright. All rights reserved. Judy White, President, The Infusion Group, LLC, partnering with individuals, leaders and organizations in becoming the sought after workplaces of the future. Infusing the 21st Century workplace through customized people practice consulting and professional coaching services.
Thriving in a Changing Workplace
Many of us have heard people say, “the older you get, the faster time seems to go.” Maybe you’ve even said it yourself. Could it be that we’re moving from activity to activity at rapid speeds, working longer hours and just trying to keep pace with less and less downtime? Perhaps. And it doesn’t help that the information we are bombarded with every day comes in at faster speeds and through more channels than we can keep up with. Discerning the most meaningful content is a continuous challenge.
The ability to pick out the right information and know when to use it is a skill that workers will need to hone. When we consider how the increasing speed of information and technology will impact the future of work, we must also ask how workers can gain an edge in a more modern workplace. Will you need to change your approach to counter the job security myth and embrace a new reality: employment security?
An Edge
The edge in a rapidly changing workplace most likely will go to workers who can bring answers to these questions and others that address the key issue — “How can I help shape the future economy and my future workplace?” Do I have:
- the capability to make things happen?
- a willingness to collaborate with others? To learn, share and grow?
- a commitment to cultivating respectful people networks? Courage to be a positive role model for others?
- the ability to deliver quality results and improve the company’s performance?
- initiative and creativity? Do I contribute whenever possible?
- the resilience to explore new opportunities to do my best work?
Workers need to possess a clear and objective understanding of their talents, strengths and abilities by creating a personal portfolio. Understanding these key areas allows employees to thrive with projects, assignments and positions and generate a win-win situation for the ![iStock_000007599747Small[1]buswomportfolio](http://www.theinfusiongroupllc.com/wp-content/uploads/2010/02/iStock_000007599747Small1buswomportfolio-150x150.jpg "iStock_000007599747Small[1]buswomportfolio")
organization, its customers and themselves. Creating a personal portfolio isn’t just for employees new to the workplace; it’s especially beneficial for those who have been in the work force for a number of years and for those who are considering entrepreneurship. Often, a talent or learned skill may be tucked away and underutilized, which points to opportunities for employees to grow further and contribute in even more meaningful ways. Employees who may lack initiative in determining their portfolio may be limiting the organization and their own potential. There are a number of helpful online resources, career counselors, and books available to assist employees in strengthening their portfolio.
Characteristics for change
Three key characteristics that describe workers who will thrive into the future are adaptability, relationship builder, and learner.
As more mergers and acquisitions occur in the coming decade, accompanied by shifts in demographics, adaptability is a key characteristic of thriving employees. Employees need to understand their personal portfolio and, more importantly, know how to use their best attributes with assurance. These attributes are what brings a unique strength to the team.
How actual work gets done, where it may get done and with whom we need to work to get it done is changing. The ability to sift through those issues is the hallmark of a relationship builder. Employees who demonstrate respect toward others, have interpersonal skills that can foster trust, and collaborate well with others throughout the organization will have an edge.
When employees identify and act upon personal learni
ng goals, they activate the third characteristic, learner. Being a learner not only increases an employee’s confidence and sparks energy; it also increases knowledge and the potential for different projects or assignments throughout an organization. Learning a second language, mastering a new technology, or reading a new book on the company’s industry enlightens the mind and increases opportunities to build relationships with others.
Shaping the future
Several key forces driving change and reshaping the future of work:
- Leadership transformation – In an industrialized nation where command-and-control style leadership once was the norm, addressing the challenges of the future requires broader leadership capabilities. Research conducted by the Center for Creative Leadership reveals a more modern approach to leadership: Embracing ambiguity and uncertainty by continuously reframing dilemmas and reinterpreting options and a strong ability to create and lead meaningful change will be some of the common attributes. Leaders in the 21st Century will seek to embrace collective leadership, collaboration, flexibility and expanding boundaries to confront the complexities of our nation.
- Technology – Changes in technologies, connectivity and accessibility to data and information have sped up. Sophistication in technologies that enhance efficiencies and improve decision-making and outcomes is on the rise. For example, feedback technology RIPPLE (www.rippleeffect.net) provides managers with quick bursts of communication that allow data gathering in real time. The long waits for leaders to present these types of insights in quarterly meetings are gone.
- Economic shifts and corporate restructuring – In today’s competitive global marketplace, mergers and acquisitions over the next decade may help to drive market growth and improvements in product/service delivery, supply chains and talent while increasing profitability. With national debt climbing, reducing costs is the corporate reality. The need for adaptability, flexibility and relevant skills in order to meet the demands of future global markets and customers is critical for today’s employees.
- Internet and social media – The Internet has transformed the way organizations are able to do business. Marketing, media, book publishing and the music industry are but a few industries that have seen significant changes as social media creates dynamic marketplaces that can speed information, connection and sales, often at a very low cost. Thriving employees understand various media platforms and seek ways to h
elp others increase their comfort with these tools. - Flexible work forces – As companies strive to meet economic shifts, empower employees with autonomy and respond to transitional periods, the use of part-timers, temporary workers and highly-skilled, innovative independent workers will continue to rise. Some organizations — including some innovative industries in Raleigh, North Carolina’s Research Triangle Park – have found sharing talent resources for collaborative, project-specific initiatives valuable. Workers who desire alternative careers and entrepreneurship may find this approach quite exciting.
Motivated![iStock_000009966147Small[1]mature students learning](http://www.theinfusiongroupllc.com/wp-content/uploads/2010/02/iStock_000009966147Small1mature-students-learning-150x150.jpg "iStock_000009966147Small[1]mature students learning")
workers need to anticipate change with courage. Taking initiative to learn new skills and technologies while enhancing talents is an investment that will provide returns throughout an employee’s lifetime. While it’s impossible to predict the future of work specifically, we must confront the current realities and respond with appropriate action toward the direction of the changing workplace.
Finding the resources to enable the transition from job security to employment security takes courage, but the rewards for increasing one’s personal portfolio will far outweigh the costs.
If you’d like to receive our FREE e-zine resource, Infusing Solutions @ Work, visit us at http://www.theinfusiongroupllc.com. While visiting, please be sure to stop by the Infusion Café and participate in our online survey.
Thank you for sharing your time with us today. We look forward to continuing our connection and hope you find the resources of value as together we co-create the 21st Century Workplace.
About the author:
©Copyright. All rights reserved. Judy White, President, The Infusion Group, LLC, partnering with individuals, leaders and organizations by infusing the 20th Century Workplace and the 21st Century Work Force through great people practice consulting and professional coaching services.
Photo credit: iStockphoto
The Future Workplace
It’s here – 2010. Congratulations to all of our leaders and readers! You survived the Great Recession ~ one of the most significantly difficult years since post World War II (according to economists). We – all of us together (around the globe) – faced a number of tough challenges and made some very difficult decisions in 2009. The New Year is already filled with plenty to keep us occupied and awake at night: government health care initiatives, potential increases in taxes and budget cuts, and unemployment just for starters.
Despite the issues there is plenty infusers can stay focused on in order to create and lead sustainable competitive advantage in the next frontier of exponential growth by connecting employees and customers to what matters most as we seek to not only understand but adapt to the inevitable forces of change.
Shift Happens
Globalization, innovative technologies, demographics, economic and societal shifts, mergers and acquisitions are changing the way people work, where they work and will be managed in the future. Work will involve greater project orientation, networks of independent contractors (many who will legally work outside their country), customized career tracks, virtual collaboration, and talent sharing. Growing trends of co-working centers, community business centers and work-from-home practices are on the rise, according to Telework Trendlines 2009 report by WorldatWork. It may not be long before we see more managerial talent join an organization for a one-year or two-year contract and then move forward as highlighted in HR Magazine.
Even with the economic slowdown’s impact on the middle-aged and a number of boomers delaying retirement, economists continue to predict talent gaps for certain jobs. As markets continue to open and expand across borders, competition will increase for talent. School systems in countries like Europe as well as the United States have not produced the necessary graduates in science, technology, engineering and math.
However, at the core of these transitions is a continual and ever underlying need to improve overall talent capabilities, people connectivity, team relations, and agility.
Business is Human
There are both soft and hard bottom-line results to achieving success in the future workplace. Building a cohesive team where learning and talent thrives and can in turn develop talent of others will be hallmarks of 21st Century Leaders and high-performing cultures.
As we embrace the journey before us, let’s remind ourselves of the valuable learning experiences gained during the Great Recession and through the collective power of other infusers, all the learning that remains to be discovered.
Fast Forward
Fast forward one year from today and let’s really ask ourselves, “given the pace of change in our workplaces, homes, and communities, what will be different for us personally and professionally next year at this time? What will it look like? Sound like? Smell like? If we keep doing what we’ve always done, will we not get more of the same? What implications will there be if I don’t make changes necessary to step-up, step-forward, learn, grow and share?”
In the spirit of respectful candor, can we really expect to substantially improve our economy, workplace, family life, career opportunities, our boss or health without moving from the comfortable and familiar?
“Then why are you trying to buy milk from a hardware store”, asks Keith Ferrazzi in his book, Who’s Got Your Back.
Isn’t it time to stand up from behind ourselves and do our part of the hard work? Isn’t it time to stop waiting for someone else to fix it, do it, or make us happy etc.
Seeds of Greatness
For many individuals and leaders, a dream was planted awhile ago and through downsizing, right-sizing and left-sizing, that dream may have been buried. It’s that something on the inside that doesn’t seem to go away. To find true greatness within ourselves and in others, we need to be ready, willing and able to make the necessary changes to move forward. Are we willing to be the best we can be right where we are? Are we willing to assess core assumptions, weigh the options, assess the implications and make the necessary trade-offs? Are we willing to take the calculated risks, the steps of faith necessary to achieve progress for our teams, family and communities?
Regardless of the impending governmental outcomes and changes that are ahead, each one of us will continue to have an important role to play in our workplaces, our families and communities. Educating, leading, collaborating, innovating, listening and committing to a daily regimen of confronting the “R” (Reality).
When each one of us strives to give our best to others through respectful candor, engaging in disruptive (productive) conversations, setting realistic expectations, extending empathy, generosity and flexibility we will truly realize some outstanding results!
Infusing Others
Over the holidays, I was introduced to an inspiring young leader, named Bryan A. Collins*; the dynamic individual and son of Alan Collins, CEO and former HR Executive of Pepsi. Bryan was a rising-star and highly-respected leader at Tennessee State University, where he was enrolled in the Master’s program in physical therapy, served as a leader in the Kappa Alpha PSI fraternity, the Civic Committee, the Community Services Committee and involved in the Student Union Board of Governors until an untimely car accident claimed his precious life on January 8th. According to Alan, scores of people came to celebrate Bryan’s life sharing stories of how he brought joy and inspiration into their lives. Infusing acts like:![iStock_000010354334Small[1]busmencomfortingothers](http://www.theinfusiongroupllc.com/wp-content/uploads/2010/01/iStock_000010354334Small1busmencomfortingothers-150x150.jpg "iStock_000010354334Small[1]busmencomfortingothers")
- extending a kind word at the right time
- listening when no else would
- giving encouragement
- offering a simple smile
- going out of his way to do a special favor
- sharing an open mind
- giving the gift of time, when he could of chosen not to
- helping others
- giving tough love when nobody else would
- simply being a friend during a time of need
Although, Bryan’s earthly life was short, he made the most of his time. His example, values and respect for others, lives on forever. Bryan made his choice to infuse his best stuff for others each day.
At some point a 21st Century Infuser says, “I’m going to step out, and I’m going to follow my heart and follow this dream.” Doing something you’re really gifted at, you really love and enjoy doing each day. Something that culminates your valuable experiences and life lessons for the benefit of others.
Never under estimate the power of your infusion
Let 2010 be the year where we can honestly say at this same time next year that we’ve moved our seeds of greatness forward and infused the best stuff in others for a better tomorrow!
Our workplaces, our families and communities are counting on us!
Thank you for sharing your time with us today.
We look forward to continuing our connection and hope you find the resources of value as together we co-create the 21st Century Workplace.
*For more information on Bryan A. Collins and the scholarship program, please visit www.BryanCollinsScholarship.org or read Unwritten HR Rules by Alan Collins.
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Photo credit: IStockphoto
© All rights reserved.
Judy White, President, The Infusion Group, LLC, partnering with individuals, leaders and organizations by infusing the 20th Century workplace and the 21st Century workforce through great people practice consulting and professional coaching services. Visit www.theinfusiongroupllc.com
The Power to Connect, the Courage to Lead!
Perhaps you saw CNNMoney’s Report (11.13.09) pointing to the economic pressures that are pushing California to the brink of insolvency and are wreaking havoc on many other states. The 10 most troubled states identified in the report include: Arizona, California, Florida, Illinois, Michigan, Nevada, New Jersey, Oregon, Rhode Island and Wisconsin. Colorado, Georgia, Kentucky, New York and Hawaii – are not far behind as reported by senior writer, Tami Luhby.
While reading this startling reality, I couldn’t help to have a flashback to an early point in my career.
Sitting in the middle of the Georgia World Congress Center in Atlanta among 15,000 excited leaders and professionals of a rising financial services firm, a man in his mid-40’s came and took center stage to address a thunderously applauding crowd. The lights began to lift as he signaled to the crowd with humility, displaying his appreciation for the warm welcome and then motioned that the meeting was underway. The audience settling in on the edge of their seats was ready for a celebratory message from the CEO, after all, the 150,000+ employee organization was breaking every kind of record a company could imagine that year; positively changing the financial future of thousands of customers and employees forever. The audience waited with great anticipation. As the CEO stepped toward the crowd and away from the podium, he cast a look straight into the eyes of the people. With humility and deep conviction said, “All you can do is all you can do. But all you can do is enough, if you do all you can do.”
The thunder of applause that moments ago nearly brought the building down came to a sreeching hault. As the words penetrated the hearts and minds of every person in the crowd, you could see the questions light up across their faces that seemed to say, “What? We just had a record breaking year. Why is he saying this?” In his matter-of-fact tone, the CEO continued, “I am humbled to be among each of you tonight. You’ve all given so much this year and the level of your commitment helped to accomplish more than most organizations will ever experience in a lifetime. The success everyone has helped to achieve this year has shown the financial industry that the impossible is possible. You’ve truly made history and for that, each of you can be proud. But as your leader (the tone beginning to shift), all the positive press, big company earnings, gleaning financial statements mean nothing, if we lose at helping our clients achieve their goals and our employees in achieving their dreams. Have we really done all that we can do?”
You could hear a pin drop. The facial expressions that followed spoke volumes. We knew that the real work was just beginning. In spite of this and past success, our values would be tested and re-tested. New challenges and hurdles would come. How would we measure up? Would we settle? Become complacent or self-absorbing? Would we remain focused on what mattered most? Were we willing to step up? Were we anywhere near our potential?
Later that evening at the leadership breakouts meetings, we were honored by the CEO’s attendance. For many companies I suppose this would be a time to indulge, but rather, this CEO optimized every moment to connect with each of his senior leaders’ leadership teams. By asking questions, listening and warmly acknowledging and recognizing people. He wanted to learn how to remove more barriers, connect more and identify what he needed to change to be a better CEO! After some connection time, the leaders openly and honestly shared their plans on how they would develop their people over the next 3, 6, and 9 months. How they would support each other to connect and grow people. This discussion, or what I refer to as one of the largest informal Talent Review meetings I’ve been a part of so far, continued until 1:00 AM.
The powerful words from this CEO not only connected the hearts & minds of 15,000 people in Atlanta that evening…but impacted the rest of the organization for a lifetime, as they continue to deliver on their commitments and promises. The level of courage and power to connect modeled by this CEO didn’t change employees and leaders that night, it transformed them!
![iStock_000006580772Small[1] man looking into future](http://www.theinfusiongroupllc.com/wp-content/uploads/2009/11/iStock_000006580772Small1-man-looking-into-future-300x300.jpg "iStock_000006580772Small[1] man looking into future")
The dreams for many individuals today hang in the balance during these volatile times.
• Can we do better?
• Are we doing all that we can do?
• Do we have the courage to embrace the chaos & lead?
The nature of work is transforming in many new & exciting ways. It’s empowered both by technology and globalization and as a result, people are becoming more dependent on one another in order to get the work done. How people connect, develop energizing dialogue, exchange ideas and collaborate builds unique relational capital and performance potential for any organization.
Top-performers, especially, are astute at developing and maintaining rich-relational networks that cross boundaries and global borders. They are intentional in their approach to connect high-quality relationships, tapping relevant knowledge, igniting creativity and extending authenticity. They are highly energized by these networks and communities. Top-performers don’t come in titles and positions but their hallmarks can be found in their open, respectful and transparent manner. They posses high integrity, ethics and deliver far extending value beyond a stated goal or result. They multiply smart trust and connectivity. However, this effort to connect is at risk and can easily be derailed if individuals/leaders don’t act.
(Strategy x Execution) x Trust = Result.
Steven Covey in his book, The Speed of Trust, provides the economic formula for trust and highlights that a good strategy and execution can easily be derailed by low trust.
Low-Trust = TAXES $
For low-trust workplaces that enable dysfunctional behaviors, redundant hierarchy’s, heavy bureaucracy, hidden agendas, political camps, verbal, emotional and/or physical abuse, the tax can be as much as 40% or as high as 80% on the results achieved.
High-Trust = DIVIDENDS
Likewise, high-trust workplaces have hidden variables in the form of a trust-dividend. Cultures that connect positive energy and focuses on effective collaboration, honest communication, positive partnering, leveraging talent and strengths can earn as high as a 40% dividend.
How can you begin earning higher dividends today? Consider the following actions: 
- Observe the quality of people’s day-to-day experiences within your team and with customers.
- Reinforce respect at the beginning of EVERY team meeting.
- Eliminate secrets – high-trust environments and secrets do not co-exist.
- Clear Expectations – no blaming, finger pointing, or scapegoating. Solutions welcomed!
- Engage your team by asking them what barriers they experience in getting the work done.
- Identify what ignites your passion to the organization and mission.
- Create a compelling vision and share it with your team.
- Pinpoint where you might be feeling insecure and take action to improve it.
- Partner with HR and establish a cross-functional team of decision makers to discuss respectful behaviors and ways to improve dividends across the company. Review or develop a Code of Conduct for the 21st Century Workplace.
- Assess your environment of workplace bullies and take swift action.
- Model authentic conversations and personal accountability.
- Connect across silos. Take a risk and lead.
- Extend smart trust by inviting other leaders or subject matter experts to your department or meeting.
We may want to think about what we want to do, and that’s okay, until it’s time to start doing what you were meant to do.
When we look back one year from this critical time in our nation’s history, how will we answer the question?
“Have I done all that I can do to rebuild trust and respect for employees, customers, our organization, our state and for our nation?”
Thanks for sharing your time with us today.
We look forward to continuing our connection and hope you find the resources of value as together we co-create the 21st Century Workplace.
All rights reserved. Judy White, President, The Infusion Group, LLC, partnering with leaders and organizations by infusing the 20th Century Workplace and the 21st Century workforce through great people practice consulting and professional coaching services.
