Infusion’s Café Blog
What Drives You?
Imagine being at the pinnacle of your career. You have transformed an international organization into a $71 billion conglomerate and now, at the young age of 74 are looking forward to retirement. Suddenly the option of retirement is postponed as you are faced with one of the most difficult challenges of your career. The business environment has not only become increasingly hostile, but the very government under which you operate your businesses is facing allegations of corruption. This is the all too present reality for Ratan Tata, Chairman of the Tata Group; one of the world’s best known Indian companies boasting brands such as Jaguar, Land Rover, the Pierre Hotel in New York, and Tetley Tea. The daunting task for Ratan Tata is to enable his global operations in over 40 countries, employing approximately 3,000 employees, to remain focused on sustaining key objectives and navigating the new political waters.
The heart of the Chairman and his employees has always remained focused on one purpose; to be a high performing organization and positively impact India’s poor by giving back. Their passion and commitment permeate every business division proving that a devoted culture and people can affect performance and positive change in the lives of others through selflessly serving. While maintaining a value driven organizational culture, Mr. Tata and his highly dedicated workforce are striving to expand a domestic growth strategy in the midst of governmental dysfunction. Together Mr. Tata and his key investors and employees, along with many fellow business leaders, are working in unison with a deep resolve to protect a heritage built on leadership, trust, growth, and caring for India’s poor communities. Mr. Tata and those committed to the task at hand know what corporate responsibility and community are. They are living it out and taking a stand for what they believe to be right. How would people describe your culture, your community?
It’s a New World
Becoming one at work requires CEOs, and senior executive teams to place top priority on the organizational principles that will lead their businesses into the future. Perhaps we need to take down the values we have hanging on our office walls and analyze their applicability for what’s ahead. Thriving organizational cultures lead. They do not replicate nor are they duplicates, because at the end of the day, organizations are about people propelling toward the future. People who are working together as a community; a community that will leave a lasting footprint upon the world. What will that footprint be? What will it communicate to the world? Will it say that our diverse workforce of individuals each brought something special that contributed to the good of the organization; to the good of the world? Were individual’s unique talents, strengths and potential embraced?
- What collective values will you and your workforce determine as best for the organization?
- How does living out these values become the first principle in leading a healthy workplace community?
When might you consider changes in workplace culture necessary? The following situations signal that change should be a high priority.
- Desire to lead your respective industry.
- A new business strategy responding to global expansion or loss in industry market share.
- Financial performance is weak and/or declining.
- Surveys and leading vital signs, or indicators, identify disturbing workforce trends; and/or customer satisfaction indexes are low.
- Unable to attract leading talent from outside of your organization.
Does any of this sound all too familiar? Let us help you explore key ways toward becoming one in your workplace and optimizing business performance. Move your strategic advantage forward.
© 2011 All rights reserved. The Infusion Group™ LLC Judy White, SPHR, GPHR, HCS is the President of The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm based in the Raleigh/Durham, NC area.
Photo credit: Flickr
Becoming One at Work
Each day, millions of people around the globe collaborate using various platforms and devices to share and communicate vital information. Key initiatives and critical challenges move forward due to the unique problem solving, innovating, and collaborating skills that individuals offer. When such skills are combined to meet a common goal or objective, the collective power of the communities that result is immeasurable. The benefits of advanced learning, performance agility, and positive change instill a sense of potential that invigorates those involved.
As the global marketplace continues to expand, designing a workplace environment that can compete as well as collaborate presents new challenges to the traditional leadership mode and future core function of management.
The new workplace has become more than just a group of individuals working well together. They must now work as one within the organization. Committed to a deeper purpose and clear understanding as to why the organization exists, a common vision must be shared by all that is specifically designed to attain the organization’s purpose. The focus on collaboration may challenge the traditional norms, leadership modes, and approaches that were highly effective in the past. Given today’s challenges and a dramatically different workforce ahead, management’s traditional mode may now only work in some circumstances. For instance, let’s consider Apple’s business model.
Apple is known for dynamically changing the world and industry of telecommunications. In 2007 innovators launched the infamous iPhone. From that time onward, the world has eagerly awaited the next “i” something to come from the organization now known for its inspiration, creativity and innovation. The advent of the iPhone produced record breaking sales and resulted in the creation of the App Store for Apple’s loyal followers. Generating revenues through high volume and low cost downloads, the virtual retail mall served to not only disrupt its competitors, it created a community where professionals and freelancers alike could create and design with great ease and convenience. Those apps that reflect Apple’s high standards and become successful downloads have allowed members in the community such as Ethan Nicholas, the inventor of the game iShoot, to gain a sense of freedom and creativity not found in most positions. Apple’s strategic move disrupted more than the telecommunications industry. It has disrupted and altered the perceptions of a segment of the future workforce. A unique dimension must now be considered when organizations think of retention and creating opportunities that will lead the organization forward. It calls attention to the need to redesign the workplace of the future.
While creativity and innovation are embraced and celebrated in Apple’s culture, it is understood that there is a code of conduct and protocol that members of the community must adhere to; must operate within certain parameters and restrictions. Unique leadership characteristics and an unwavering commitment to values must be instilled from the top down in order to allow the existence of a community that benefits from so much freedom of creativity and design. It is the collaborative undertone that permeates the culture at Apple that allows for the celebration of individual creativity as well as collective contributions.
The transformational journey and increased accountability for many industries will be a marathon. As leaders,
- What does it mean to put forth the effort that this new environment is requesting from all of us?
- What does it mean to grow leadership and model the organizational values of excellence?
- What does it mean to allow your organization to be transparent, accountable and able?
- What does it mean to give up smart control?
Time to refocus your culture and shape key priorities toward becoming one?
We’d enjoy hearing from you. Please contact us directly or drop us a line if you’d like to explore your unique challenges towards becoming one.
© 2011 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm based in the Raleigh/Durham, NC area. For more information, go to www.theinfusiongroupllc.com and discover powerful insights to move your strategic priorities and potential forward.
The Hidden Power of the Unexpected
The world of work has shifted for many industries resulting in new realities and the embracement of both challenges and surprising opportunities. Around the globe business and industry are transforming and pressing against significant workforce challenges. Management can no longer afford to look away. Bold and strategic action is needed to recalibrate culture and talent management while focusing on future success.
Over time, many organizations have fallen victim to defining positions with narrow descriptions that have restricted the organization’s ability to deploy key talent throughout the organization when needed. The standard traditional organizational structures that represented the career ladder model with its overall competencies still exists. With this model, movement only becomes possible when a position becomes vacant. Today’s environment offers forward thinking executives the opportunity to go beyond a one-size fits all model and innovate. The power of talent is now able to be released through a proven discipline and talent framework that recognizes a unique blend of traits, behaviors, competencies, and developmental processes that increase career fulfillment and organizational capability and agility.
To focus your strategic talent initiatives and begin discovering the talent potential within your organization, management needs to address the health of their workplace culture and the five considerations listed below as future capabilities are redefined:
- Apply the same rigor, discipline and due diligence to your talent management as you and your organization provide to the budget and financial process. The budgeting process involves financial analysis, reporting requirements and industry certification. Since talent acquisition and retention represent top investments for companies, they require talent stewardship from all levels of management. The result will be improved talent and investment decisions that can readily adapt to shifting business conditions.
- Assess your talent portfolio for strengths and criticalness. Talent must fit the jobs calibrated for the future. You can have an exceptional person or group in a specific role or roles and discover that the individual or group is misaligned. Test assumptions by meeting with the individual and/or group. During this meeting take the time to understand their unique skill sets, freshly acquired experiences and knowledge and/or credentials. Encourage dialogue with your high-potentials. Understand key strengths in your portfolio and your talents’ professional aspirations.
- Identify the critical people currently in strategic positions and the future capabilities, performance and role fit for the organization. Establish a strategic roadmap to align critical talent and discovering future potential.
- Rebalance strategic talent priorities and align talent deployment across the organization. For example a high-potential starts in sales, later earns an MBA and moves to a few other roles in the organization while acquiring deeper analytical, business, interpersonal, and communication skills while demonstrating command of key competencies. The individual is identified to move to the next level along a narrow career path. During a Talent Review an executive comments on two direct experiences involving this high-potential in handling high impact situations. As a result of the Talent Review, the high-potential is recommended for another career path option that offers broader responsibility overseeing profit and loss. Through collaborative talent stewardship the unexpected potential was discovered and enabled to come full circle. Today, that former sales pro is responsible for a regional territory consistently contributing far beyond company expectations.
- Measure outcomes and continuously build and grow your organization’s talent portfolio capabilities and succession management objectives that can deliver remarkable results.
Ready to lead your workplace toward a sustainable future?
Give us a call or drop us an email. Together, we’ll help you think through the strategic implications of these organizational considerations against the backdrop of a shifting global economy and dreams of a world-class culture as you begin designing future imperatives.
© 2011 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm based in the Raleigh/Durham, NC area. For more information, go to www.theinfusiongroupllc.com and discover how to move your ideas and potential forward. Connect: @InfusionGrpLLC
Photo credit: iStock
Keeping the Porch Light On
“If you’re scared to open the door to the unknown, turn on your porch light of love.”
Fred Cueller, founder and president of Diamond Cutters International
CEOs and executives are faced with making critical decisions that directly impact the success and survival of the organization. They must do so while reflecting the concerns of others such as board members, investors, stakeholders, fellow colleagues, employees, and even the government. The abundance of critical decisions they face each day as they walk through the door creates a great deal of pressure, stress and even strong feelings of self doubt.
History is filled with powerful examples of effective leaders who had their share of dark moments and authentic challenges that often proved overwhelming when faced with the enormity of a situation. Today’s environment can fuel more fear and uncertainty as executives and organizations face increased scrutiny and the stakes become higher if expectations are not met.
These prove to be the very defining moments that cause a leader to seize the opportunity at hand, and in so doing define the leader as one of distinction whose legacy will far surpass any corporate assets during his or her tenure. A legacy from a position of selflessness is only attained by taking into account the more difficult, qualitative side of life that provides greater meaning to the people in the organization; a purposeful meaning that infuses dignity, joy, vitality and real hope into the lives of those that leaders guide in the workplace.
Consider the following true story from Leadership is an Art. Former Chairman and CEO Max De Pree, Herman Miller who had received an inspiring letter from the mother of one of their handicapped employees. The letter of gratitude conveyed sentiments regarding the efforts made by many people at Herman Miller to make life meaningful and rich for those who are physically challenged. The company’s quiet effort to empower the disadvantaged and to recognize the unique qualities and authenticity that such individuals brought to the workplace. In line with his work ethic, Max De Pree thought that it was important to read the letter to the executive officers and directors during their quarterly officers and director level meeting.
“Nearing the end of the letter the Chairman found he could not finish. Standing in front of a group of high-powered and hard-driving executives, becoming tongue twisted and feeling embarrassed, he was unable to continue. A mature, savvy and gracious senior vice president arose from his chair and strode up the aisle. Approaching the podium, he placed his arm around the Chairman, kissed him on the cheek, and adjourned the meeting.”
A great deal was accomplished during the meeting that day apart from a scheduled agenda. Max De Pree allowed himself to be respectfully vulnerable to his humanity, thus creating a legacy that endures to this day. Mr. De Pree reinforced what was at the core of the organization and in the soul of this leader; respect for each individual, and their potential and contribution to the collective group. Validating the worth of people, he illuminated the legacy of Herman Miller. An intuitive leader, his senior vice president made the decision to reflect that light of humanity in return which resulted in providing breath and life to the dreams of Herman Miller. More than a recognized world-class furniture company, Herman Miller represents a world-class leadership organization that dares to dream and illuminate the freedom of each individual’s creative potential.
Highly effective leaders and thriving workplaces tend to reflect more of that porch light, especially when leading through turbulence. How might executives keep the light on while leading through transition? Below, we offer you a few thoughts:
Senior Executives:
- Expand your inner circle of trusted advisors and respected collaborators to prevent yourself from becoming insulated and removed from the deeper organizational challenges.
- Evaluate your allocation of time in developing your top performers. If it’s less than 30%, realign priorities and shift intentions toward building up the necessary investments of your time devoting it to your best leaders.
- Act on any integrity gaps that exist between leadership actions and organizational values.
Leaders:
- Be ready to neutralize the power of self doubt in your own world by establishing an effective support system of relationships that can be relied upon to offer you truth in business matters.
- Be patient, but persistent in communicating through transition as people in your organization are facing unprecedented change beyond the workplace.
- Be swift to act on any integrity gaps in management levels.
Managers:
- Commit to moving forward on tasks you’re afraid to do but know they should be done. Be first to extend help when it might be needed. Effective managers know when they are unable to do something by themselves and seek assistance. Reach out to fellow colleagues and other trusted support resources that will help you to accomplish the seemingly impossible.
Every porch light extends far beyond America’s workplaces. It is at the heart of our society and families. There’s always a feeling of anticipation as we pull into the driveway and witness the glow illuminating from the porch light whenever we return home from a late night meeting, travel, or from attending one of our children’s evening school or sporting events. There’s a sense of reassurance in knowing our family is waiting and expecting our arrival. The light tends to reflect the support, love and respect that wait for us on the other side of the door.
Regardless of what big challenge or level of uncertainty we faced that day, approaching that porch light reminds us that “we’re home” and “we matter”. The same needs for connectedness need to be felt and said about your workplace. Be the light of reassurance, of support when your colleagues and employees are in need and learning.
The question remains:
When people in your workplace approach your door, will they find the porch light shining?
© 2011 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm based in the Raleigh/Durham, NC area. For more information, go to www.theinfusiongroupllc.com and discover innovative services to help you move your ideas and potential forward.
Connect further: @InfusionGrpLLC
Photo Credit: iStock.photo
The Biggest Wins Are With Us
We have one life to run the best race set before us. Our potential to achieve is intended for us to first learn what our own best race is by understanding the key talents, strengths, motivation, passion, and creativity that live within us. How we fuse all of these intangible attributes into becoming worthy outcomes we desire from this life is an art. When we infuse this potential and partner with others who care deeply about what matters, life becomes more meaningful and the outcomes are even more remarkable for everyone.
Whose race are we running?
Is it your race or mine or are we racing our own race, together? As leaders, when we deny ourselves the benefit of reflection becoming aware of our actions and the impact they have on others, if we’re not careful, we may find ourselves slipping into the trap of racing someone else’s race, the boss’s race, a competitor’s race, that’s the way we’ve always done it race and in the end we lose a real sense of our beings. Eventually our workplaces lose something unique too. Through reflection we find the freedom to show up as we truly are and no longer are reactionary to issues. The safe space of reflection that we extend to ourselves and others helps us to discern what is realistically within our control and what lies on the fringes.
The best races are when the best possible outcomes can be pursued and achieved. Discovering first what our own best race is with authenticity and ingenuity, then determining what the best race of others who choose to join us in the pursuit will become. When we acquire and retain the right people in our workplace, forming a group or a team aligned with each of our best races toward a shared purpose, everyone wins through generously giving our unique contributions the very best we have to offer. It is this pursuit of excellence we expand our possibilities of reaching the next level.
Joseph Riddick “Rick” Hendrick III, founder, chairman and chief executive officer of Hendrick Motorsports knows precisely the power of running the best race, together. Born and raised on a small farm south of Richmond, VA near the border of North Carolina, Rick learned the value of family, hard work, sheer determination and developed a passion for automobiles. His wise father, “Pappa Joe”, helped to nurture his passion. At the young age of 14, Rick entered the world of auto racing, winning titles with Chevy vehicles he had built himself. Rather than pursue a career playing professional baseball, he followed his other passion and eventually invested in his first Chevy franchise at the age of 26. His hard work, dedication and influence eventually set his dealership apart as a regional profit center. Rick’s early success set the course for his life, and many others that would join him in the race. Today, Mr. Hendrick owns more than 90 franchises and employs over 6,700 employees across 11 states.
Running deep in the life of this founder are distinct qualities of a leader that brings forth the best talent, passion, skills and innovation. Guided by uncompromising family values, Mr. Hendrick has proven that he can compete in an industry known for its competitiveness and a natural drive toward “me first”. Mr. Hendrick’s passion for people and excellence has led to the premiere operations of Hendrick Motorsports; garnering a NASCAR record of 13 owner championships of 14 overall.
Hendrick Motorsports, a world-class environment and franchise is known for heralding NASCAR superstars like Dale Earnhardt, Jr. #88, Jeff Gordon #24, Jimmy Johnson #48 and Mark Martin #5. Mr. Hendrick’s vision and personal investment in helping each individual race car driver become a superstar has created a powerhouse where success is defined and attained only by helping other drivers succeed in the process. You don’t have to be a fan of NASCAR to appreciate the values, accountability, stewardship, and camaraderie found in this business enterprise. Each of the drivers while competitors with one another, ensure that on race day they’re on the track helping one another get to the front of the race. It’s clearly understood that if two of them get to the front, then they will compete honorably and race their best race. It is believed and lived among these race car drivers that when this condition exists, the real race has already been won because the checkered flag goes to the one who has earned it. Working together they race the best race and celebrate each other’s accomplishments.
Team is at the core of Hendrick Motorsports. When Jimmy Johnson was behind in points and found himself out of the running last year his pit crew chief Chad Knaus took action and proposed that Jimmy’s pit crew step up and help their fellow teammate Jeff Gordon and win the championship for the franchise. The team members adapted and focused on what really mattered for the organization. Commitment is at the center of Hendrick Motorsports. Committing to “together” is better.
Fortunately, if you should find your workplace challenged with leaders working independently and at cross-purposes with one another, you can foster the needed change by collaborating and developing your RPMs.
Reflect
Consider where your best race is right now. Are you racing toward your highest goals, chasing a title, or someone else’s purpose? Are you running your best race, fulfilling your purpose? Does it need a tune-up or a new direction?
Partner
Are your vital partners, colleagues and alliances, running their best race? Have you defined who the key people are that are vital to your success in the next year or two? How are their best races similar or different from yours?
How might you collaborate better with those on a similar race track and potentially build breakthrough partnerships?
Move Forward
What are some of the best races that would align with your desired potential outcomes? How do these potential outcomes drive your internal motivation? How might you infuse these races together? What might that look like?
What can you do to propel your dreams, to get where you want to be? One life filled with many dreams. That’s all we’re given. What is it that you want to do? Are you doing it? What are the dreams of your workplace? Are they aligned? If not, what is holding you back from realizing your full potential? Outline the obstacles that are in the way and make the commitment to overcome them.
We’re grateful to receive your private messages and emails and gladly invite you to continue with your feedback. Let us know how we can help you race your best race. Together we can put the words to your workplace dreams, to your race, and outline the strategic initiatives to enable you and your leaders to run the race of your life.
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©2011 The Infusion Group LLC. Judy White, SPHR, GPHR, HCS is the President of The Infusion Group, LLC, a people management consulting and executive coaching firm located in Raleigh/Durham, North Carolina. Partnering with leaders and organizations in building the new workplaces for the future! For more information, please click here.
Why Not You?
Kinokawa Station in Wakayama marked the beginning of an unusual leadership journey for Konosuke Matsushita.
MT. Fuji, Japan
At the age of four Konosuke’s family lost their entire fortune leaving his desperate parents to find alternate ways to care for his five sisters and two brothers. In late November 1904 at the young age of nine, his mother brought him to the station to see him off. His frightened mother placed him on the train and asked several of the passengers to look after him. As he listened to his mother’s tearful words filled with caution and encouragement about what was ahead, Konosuke said goodbye to her and left the security and comfort of a loving home for a long, lonely ride to the city of Osaka, Japan.
Konosuke became an apprentice to a hibachi, a charcoal brazier, store in Osaka to help support the family. In less than a year the store closed for business. It wasn’t long before Konosuke secured another apprenticeship where he handled a number of small jobs and learned quickly how to use a variety of tools and machinery. His employer cared for him for five years. During this time Konosuke longed to find another apprenticeship that would allow him the opportunity to attend school in the evenings. His father encouraged him to keep learning the skills in his current job and told him that it would create a better future for him. Konosuke’s father believed that if Konosuke could succeed as an entrepreneur he would be in a better position to hire others who had an education.
At the age of 15 Konosuke left his apprenticeship. Streetcars were on the horizon for Japan and his instinct told him that electricity was the future. Motivated by the advent of streetcars he secured a job at Osaka Electric Light Company.
Konosuke continued his career working at various companies in addition to Osaka Electric Light Company. He eventually married and carried the additional responsibilities of a household. Konosuke advanced quickly and was promoted to one of the highest technician positions within the company. After many repeated yet failed attempts to present an electrical socket that he had designed to his supervisor, he became dissatisfied with the lack of encouragement and acceptance of innovative ideas. Remembering the wise words of his father Konosuke left his secure position to become the entrepreneur that he and his father had dreamed of. He opened his very own small manufacturing shop producing sockets; the very ones that Osaka Electric Light Company had refused to consider.
Limited Resources and Connections
With barely any savings, tools or supplies he proceeded to set up his business living hand-to-mouth, barely surviving. His workers eventually left due to poor sales. When Konosuke was on the brink of bankruptcy, an unexpected order arrived. As business eventually picked up he invested money to grow manufacturing and launched Matsushita Electric Housewares Manufacturing Works. He diversified into batteries, radios, and allied products. His company later assumed the name Panasonic.
Earning the reputation of high quality products at low reasonable prices, he went on to build a new factory and office for the growing business. Growth and revenues eventually surpassed well known companies such as Ford, Honda, Sony, and Wal-Mart.
At a very early age Mr. Konosuke Matsushita learned to embrace his current realities and refused to allow himself to become trapped by circumstances. Instead he devoted a little time each day to think and dream about long term possibilities. Unlike his internationally recognized rival Akio Morita at Sony who was polished and excelled in intellect, Konosuke Matsushita focused his time and energy on creating solutions and products that would serve the world. With his long term vision and inner creativity, Matsushita sought a humble pathway of learning from anyone and anything. He realized that you can learn from any person and any experience. By envisioning potential in others he endeavored on the honorable pursuit of creating numerous humanitarian efforts that have inspired generations to come.
Execution
His success generated billions of dollars in wealth. In the face of great success he forewent the luxuries associated with great wealth and continued his daily pursuit to improve humanity and conditions in Japan. He not only founded the school of government to reform Japan’s political system but also numerous organizations and projects designed to end hunger and despair. After studying human nature Mr. Konosuke Matsushita opened the first corporate human development institute. He is the author of dozens of books including People Before Products, Not For Bread Alone, The Heart of Management and many more.
Mr. Matsushita understood where the real competition was. It is found in the power to free one’s creative mind and pursue long term visions. The Matsushita story doesn’t end here. It continues in all of us who dream and have a vision for a better future; a better tomorrow. Matsushita’s experiences drew him closer to humanity’s need for leadership. His achievements were not an end unto themselves. It was who he became in the process that mattered.
Perhaps you’re feeling unsettled with the amount of change occurring in today’s global marketplace and question where you fit. How will you help your organization be successful in a drastically changing workplace? Is the demand to keep the status quo preventing you from truly listening to the ideas your team is trying desperately to share? Maybe the practices of your workplace are unknowingly hindering potential and creating a pervading sense of self doubt among your employees.
Why Not You?
Imagine giving yourself permission to dream and think beyond the constraints of the here and now; removing every hindrance and obstacle in your personal and work life. You have ideas worth working and fighting for. You have capabilities that extend beyond your current role. You have experiences waiting to be discovered. You have a team that is looking to you for leadership through unchartered waters. Most importantly you know that your leadership is meant to stand for something. You long for more than the status quo.
Why not, you? The next era of growth isn’t a zero-sum game in which one person wins and another must lose by dishonorable behavior. Our economic and workplace challenges must
be met and create something far more sustainable for generations to come. 21st Century leaders know that the real competition is their own commitment to excellence, not the leader in another division or across the hallway. Zero-sum behaviors limit an organization’s tolerance of uncertainty and change and ultimately narrows focus.
Close the door on defeat.
Open the windows.
The pursuit of long term goals makes us stretch and grow in often uncomfortable ways. We are compelled to move toward them and in doing so the way that we listen, create, learn, drive execution, expand, and grow will be impacted. When you begin to feel discomfort it is often a tell tale sign that your workplace is onto something!
Below, are four practical infusions to consider as you begin to lead the new workplace of the future.
- What are long term pursuits for your workplace? Your family, team, community and industry? Your career?
- What might you need to leave behind in order for you and your workplace to prosper in the next era of growth?
- How might I acknowledge my leadership team differently, understanding that we’re all imperfect?
- What story will your leadership tell in a drastically changing workplace?
Are there other infusions that you have found helpful in maintaining your long term view? What might you add to the list?
It would be wonderful to hear from you. Please drop us a line at judy@theinfusiongroupllc.com
or visit us on Facebook at http://on.fb.me/gwUSkq
© 2011 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC a next generation people management consulting and coaching firm. Visit http://www.theinfusiongroupllc.com and discover the latest resources to help your workplace thrive!
Dare to Begin
One of the most exhilarating experiences when beginning something new is the open space it creates in
our minds and within the depths of our beings. The level of curiosity that naturally balances with the output of creative ideas instills an energy that permeates through us and around our environments, raising up others and increasing human potential.
Our brain is uniquely designed to capture each vivid moment of starting a new journey in spectacular detail, leaving an amazing reservoir of potential to be drawn upon in meeting future conditions.
But often as we attend to our daily struggles and minor setbacks, we find our views becoming clouded by the set of circumstances facing us. Before long, these struggles can leave us feeling disappointed and decrease our drive to reach for a fresh perspective. Rather than redirecting our focus, we settle for the status quo.
Breaking Free to Rediscover Open Space
After years of working long and hard to climb through the ranks to vice president, operations, John helped his organization acquire a large competitor in its industry and achieve record-breaking results. However, in spite of his achievements, the impact of working for a verbally abusive boss over time began to undermine his self-confidence and sense of worth.Trying to protect his team while attempting to improve the relationship with his superior left John with emptiness, shame and low self-esteem.
Making a strategic decision, John left a six-figure salary and executive role to pursue a career where he could leverage his skills to influence the next generation of leaders. Today, as an educator, John strives to create the “open space” and a love of learning in his students.
In spite of John’s mistreatment, he learned to embrace the relevance of his executive experience. What we learn about ourselves during times of adversity often provides us a recommitment to our values and the fuel to drive our passions when life calls us in a new and unexpected direction.
John chose not to settle for the status quo, daring instead to press beyond the noise of uncertainty and reach for higher potential.
Questioning the status quo often makes us uncomfortable. But such questions, especially really good ones, can serve as a source of insight and the beginning of dynamic progress. Sometimes just the simple discussions we have in our workplaces about the future and the context in which we serve (our strengths, our weaknesses, our dreams) can be “open spaces” for renewal. As executives and workers with high potentials, how well do we discuss who we are and who we intend to be in the era ahead? What is our yardstick for identifying and measuring human potential?
Imagine asking your senior leaders, “What would grace enable us to be?” It’s a unique question, one that I’ve been relentlessly curious about after learning that a CEO for whom I have profound respect asked this of his senior executive team during performance reviews. The responses were amazing! How would grace enable your 21st Century Workplace to thrive? What kind of responses might your leaders provide?
Grace. It’s certainly hard to measure, but you know it when you see it, and it provides a framework for a future discussion on potential. If you’re reading this feeling uncomfortable with the status quo, you know that the real job of a 21st Century Leader is to increase understanding of what’s meaningful to your organization and your employees so that collaboratively you can find ways of measuring what genuinely matters. This isn’t work for the faint-hearted. It’s tough, but it’s critical in today’s global business environment. Responding to this question not only marks the beginning of a focus on human potential, but also the moment that we become faithful to our organizational mission and begin true transformation.
A Modern Day Miracle of Courage and Grace
May I invite you to consider the real depth of this question, “What would grace enable us to be?” and its potential impact on your organization. To illustrate, let me pass along an amazing photo recently shared with me that was taken during a recent TED Conference in Washington, D.C., by James Duncan Davidson:
Take a deep look at this photo of Phyllis Rodriguez , left, and Aicha El-Wafi. What do you see? Why does it matter?
Ms. Rodriguez’s son Greg was killed with 3,000 others during the World Trade Center attack on Sept. 11, 2001. Ms. El-Wafi’s son, Zacarias Moussaoui, was charged with conspiracy and sentenced to life in prison without parole for his role in the attack. Tragedy and grief brought them together; grace and forgiveness infused healing and friendship.
This magnificent photo reminds us that wherever our journey leads, we need the grace of others to release our burdens in order to reach our potential.
How do we measure grace? We don’t. We just know it when we see it. Through Ms. Rodriguez and Ms. El-Wafi’s losses, they have helped thousands of people sharing in this loss find grace and the courage to begin a new direction.
The American workplace has experienced significant losses over time, too. What if leaders in your organization dropped their swords and, instead of competing against each other, found the common bonds to forge a new direction of potential and achievement?
As your organization prepares for the future, how might grace provide “open space” within your culture? How will your organization turn around the disappointments of the past and recalibrate for the future? How will your workplace measure performance compared to a new plan? How will performance compare to your potential this year?
Remember this photo, and the lessons it contains:
- One infusion
- One gift of silence, one focus to listen
- One act of forgiving oneself for mistakes
- One gift of compassion to another
- Two lives that turned tragedy into hope for the world.
Life is an adventure. Dare to begin!
Thanks for sharing your time with us. It would be so meaningful to hear about your daring steps to begin in 2011. Drop us a line or stay connected @InfusionGrpLLC
Photo Credit:
Top: iStockPhoto
Bottom Photo: All licensing rights reserved by James Duncan Davidson available on Flickr.
© 2011 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm. For more information, go to www.theinfusiongroupllc.com Connect: @InfusionGrpLLC
The Gifts of Giants: What Leaders Great and Small Can Do for Your Workplace
Who are giants in your company? Do they have a big title? Perhaps. But maybe they’re 
everyday people-leaders like you and I who may become giants of greatness in the coming decade.
I recall a story shared by Max De Pree, the former chairman of business furniture innovator Herman Miller Inc., in his book, Leadership is an Art. He describes sitting in on a conversation over lunch with his father and Jimmy Eppinger, a longtime sales manager with the company, in which his father recalled how the two helped the company survive during the Great Depression and the darkest of times.
Max listened intently as his father recounted a time when he was visiting Jimmy’s home in New Jersey at Christmastime and noticed that Jimmy’s family had no Christmas tree or any gifts that year. Mr. De Pree knew it was because the company didn’t have enough money to pay the sales commissions that was due their company representatives, including, Jimmy.
As Max’s father recounted the story with humility, he said that Jimmy probably didn’t remember the time since it happened so long ago, but it was still very vivid to Mr. De Pree, because he felt as though it was his fault that Jimmy’s family would have no Christmas. Jimmy was quick to respond that he remembered the visit like it happened yesterday. When Mr. De Pree asked him why, Jimmy said it was because that was the night he was given the New York territory. And it turned out to be the greatest opportunity he ever had.
Herman Miller not only survived the Great Depression, but with the potential and greatness of their people, became regarded as one of the most respected furniture designers in the world.
Giants see opportunity but also focus on the far more important matters: being committed to a diverse concept of people and embracing the workplace’s human gifts. They value respectful and inclusive relationships in the workplace, and they hold the organization’s core beliefs accountable to the concept of leadership as a condition of enabling and serving.
It is awe-inspiring when organizations overcome tough challenges through leaders who genuinely inspire greatness in the work environment. Authentic leaders protect the self-worth of all working professionals and instill a worthy cause in the value of an employee’s drive to achieve extraordinary things.
With growing complexities waiting on the horizon in the coming year, giants at every level in the organization will be needed to embrace the challenges and create success. Right now, more than ever, today’s companies need 21st Century leaders who are effective at unlocking the giant in others and within themselves. These giants – leaders who reflect greater cohesive role modeling and are prepared to make brave decisions, act honorably and rapidly, and demonstrate a profound respect for people and stakeholders – will take their organizations to a whole new level of greatness.
Stewarding talent is not only business critical, but it also is critical on a national level to the world’s major economies in order to achieve long-term sustainability.
When it comes to stewarding talent in 2011, how might your organization need to adapt to:
- Ensure an ethical foundation is in place and aligned to the role of shareholders, the organization and leaders?
- Find innovative ways to attract, engage and manage the talent within your organization’s workforce (talent) portfolio?
- Gain insight into the great diversity of the team and enable others to share their talents and gifts?
Giants are those people leaders who are concerned about the people they impact (and how) and who take responsibility for the care of their company during a certain stage along the journey. Giants leave many gifts along the way, especially the kind that build a winning legacy and positively change lives for a lifetime.
©2010 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm. For more information, go to www.theinfusiongroupllc.com
Photo Credit: iStockphoto.com
Changing Faces Around the Executive Table
Talent Stewardship in the 21st Century – A Shift in Time and Paradigm
Times have changed. The standard concern of most Board Room executives to attract and retain the best talent will not work in the new economy of today. Mounting research, studies and senior leader discussions have found that the next leap in business performance requires a profoundly different approach to the way companies attract and engage talent.
Leaders who have consciously maintained sustainability at the forefront must now adapt and invest critical energy in understanding talent-related issues facing their workforces, and also become disciplined in their approach to integrate talent management. The result will be their personal leadership contribution to the organization’s journey. History will eventually judge the sustainable impact that today’s leadership has had upon their respective companies and society as a whole. Did our present leadership successfully engage all available talent in the workforce portfolio? What kind of legacy will the leaders of today leave behind?
The key to the desired success is found in stewardship; talent stewardship to be precise. The Chief Talent Steward (CEO) must be supported by a Talent Leadership culture which includes members of management and human resource executives. The task of a Talent Steward is not to be minimized or taken lightly and is evidenced by how leaders’ performance will be measured in the future. Talent Stewards ensure that people with ambition, character, competence, emotional intelligence, integrity and learning agility to relearn and reuse their skills at various levels and times are invested wisely within the organization. They fully accept the responsibility and hard work that comes in discovering hidden talent, innate capabilities, and creative potential both internally and externally. Rather than limit themselves to the confines of a narrowly defined job description or understanding of talent, in a talent culture, savvy leaders and organizations embrace a multifaceted strategy that extends to partners, customers, and vendors.
Why the need for a Chief Talent Steward?
The results to date of the economic chaos we find ourselves in have served to highlight the sheer magnitude of global issues that await and create a heightened sense of urgency. In order to achieve sustainability in the future, executives and organizational leaders must critically analyze the way organizations lead and engage their talent. How leaders recognize and define economic, societal, and environmental impact is equally important to enabling future growth and ensuring successful business outcomes. Wider uses of technology, rapid exchange of data and information have virtually redefined national borders as we have known them. The result may mean fewer low-value added and low skilled jobs in the future. The forecasted postponement of retirement by a large number of workers for at least five to seven years and critical skills shortages has only added to the existing complex talent formula.
According to a UK Commission for Employment and Skills study the current skills base is challenged to build the economy over the next 10 years even though the UK possesses an exceptional talent pool. The study anticipates that by 2020 approximately 2 million new workers will be needed in managerial and professional roles. However in contrast the study found that elementary occupations are projected to decline by one million positions and possibly more. The implications that these shifts create present unique challenges for business and government leaders. Reflecting upon the projected global economic output, we find that China is on track to becoming the largest economy in the world. Together China and India are producing more graduates each year than any other nation. The talent pools within these two nations may prove critical to the future of many global companies.
According to a Bayer Facts of Science Education XIV survey, approximately seventy-seven percent say significant numbers of women and underrepresented minorities are missing specifically within the areas of Science, Technology, Engineering, and Mathematics, otherwise known as STEM, within the U.S. workforce. The study found that the lack of identification, encouragement, or nurturing to pursue STEM studies at an early age was a root cause for the imbalance.
Chief Talent Stewards recognize the implications that underrepresented women and minorities present to an organization’s capability for long-term growth and sustainability when diverse thought and blended leadership qualities are lacking.
How will we inspire future talent?
The talent of the future varies greatly among nations themselves and generations. The level of personal ambition and the desire to escape poverty often shapes employee behaviors and drives demand for quality education and skill enhancement in many developing nations. In sharp contrast nations such as the U.K. and U.S. have young talent that have benefited from the material prosperity of their parents’ hard work and the contributions of generations past. Committed Talent Stewards in the 21st Century will strive to create new value and continually test their preconceived beliefs and presuppositions regarding the root causes of under representation of talent. They will be disciplined in their own learning to remove barriers and seek to optimize the best of all generations within the workplace for the benefit of the organization and customers. This will require a Talent Leadership culture to re-think how their structures adapt and enable talent to flourish.
One global executive of a company listed in Fortunes’ Top 100 Best Places to Work recently opened his inner circle of strategic advisors to include a number of high-potential Millennials to help speed organizational innovation and enhance his learning of their generation. In recognition for their contributions and time, each Millennial advisor was given company time to contribute to his or her favorite charitable organization which aligned with the company’s philanthropic goals.
As much as leaders must account for developing the talent within their organizations, it is also critical that they focus on developing themselves to their fullest potential as well. Their teams, companies, communities, society as a whole, and themselves will benefit as a result.
Talent challenges are beginning to unveil a number of exciting innovations for smart companies that have become energized to be more inclusive in building sustainable and highly competitive organizations in the future. They are creating strategic competitive differentiation and impact on the bottom line through creative communities and culture. Lego creatively involves the talent of its customers by tapping into their key interests and enabling them the ability to use their Lego Digital Designer tools to test their ideas virtually. The experience is further enhanced by Lego allowing the designs and models that consumers create to be displayed on-line inspiring others and creating a sense of community. Customers can directly order the specific parts on-line thereby generating revenue from the ideas that were inspired by consumers themselves.
The commitment, productivity, creativity, and ability of our workforces to add value will help keep companies competitive and sustainable. The time has come for Chief Talent Stewards in the executive suite to seize the opportunity before them and prioritize integrated talent management and culture design initiatives; emerging from 2010 with their business models in tack and ready to lead the future forward.
What steps are your leaders taking to strengthen people and enable sustainable talent management disciplines?
We recommend preparing for greater opportunities by making the brave decisions now.
- How well do your leaders understand the composition, capabilities and potential of your workforce portfolio both within and outside their areas of accountability?
- Are you prepared to prioritize your organization’s strategic talent agenda to optimize the portfolio?
- Are you able to identify potential gaps in how your organizaiton invests and focuses on talent?
We’d love to hear about your progress. Drop us a line at judy@theinfusiongroupllc.com or call 877.628.3873.
©2010 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm. For more information, go to www.theinfusiongroupllc.com
Photo Credit: iStockphoto.com
The Ripple Effect of Workplace Empowerment
The new workplaces of the future are on the cutting edge of many exciting opportunities. As the 
roles for many senior executives transform and management structures shift more steadily, the possibilities to positively impact the employee, customer and share holder experience are exponential.
Leading organizations like DaVita Inc., Whole Foods Market, Herman Miller Inc., GE, Google, SAS, Southwest Airlines, 3M, Cisco, Johnson & Johnson, and many others have strategically challenged their core assumptions about talent and the value of relationships within their companies. In the fast changing business environment where the only constant is change, leaders must accept that changes or pebbles may be thrown into the otherwise calm waters in which they operate. The key to leading in an environment of change is not to try to prevent the change or minimize its role and impact on the company, but rather to proactively change the ripple effects that the change itself creates. In order to prevent a ripple or tidal wave of fear to emanate from the pebble of change, leadership is now called to action. Will your company demonstrate deliberate leadership that communicates a clear focus on the future and the commitment to support the company and the very employees that are its core and future? Have you built upon a foundation of trust and open communication with your employees? Are leaders truly ready to lead and assume the responsibilities that change calls for and what employees deserve from those they follow?
Strategic intent remains pro-active in changing the ripple effects that occur when small pebbles are thrown out into a workplace. Rather than allow any pebbles of unhealthy workplace behaviors that send ripples of fear throughout their cultures and risk becoming tidal waves, top leadership is diligent about calibrating a clearer focus for the future supported by committed action.
From survival mode to transformation where employee talents are optimized to work more effectively across the enterprise, maintaining a collective focus toward meeting the meaningful needs of customers and shareholders is central. The focus on meeting the needs of others is especially important if the U.S. realizes a double-dip recession in the near future. The deep relationships and shared experiences that are created when facing organizational trials and the unspoken connectedness that comes from an energized and highly focused team will determine how your company handles the pebbles or tidal waves of the new economy. It is the foundation of strong relationships and the sense of connectedness that will produces a liberating experience in the workplace that results in a positive effect through generating bonds of loyalty among customers and employees.
It is critically important for companies to manage, monitor, and measure relational capital as well as its financial capital. Though mounting financial pressures may build and the temptation to adopt a “bunker” mentality may look attractive, employees, especially pivotal talent, can continue to position your company from where it is today to extraordinary heights. Harnessing the intangible assets of creativity, ideas, and high-quality relationships can lead to exponential growth and dynamic strategic advantage.
Talent can not flourish if organizations do not continually reassess their first level core capability system, leadership. What kind of leaders are in place within your company? Do they embody the company’s core beliefs, emphasize consistent behavior of integrity, and encourage employees to think creatively as well as strategically? When the ripples of change do come, how will your leadership respond? Will they respond with a sense of urgency in communicating the company’s position and strategy in navigating this new change? Will they foster an environment of fear or an environment of security? Are leaders communicating based on logic, compassion, and sound reasoning? Can your leaders effectively lead? Do they convey, embody, and instill the trust that will continue to build positive relationships and grow relational capital? Are your leaders equipped to lead the necessary change forward?
Strategic Advantage
Back in 1993, when Sears almost went bankrupt and began the long process of analysis of understanding what was truly driving their financial performance, they discovered 22 months following the correlation analysis that from an initial 70 possible performance indicators that two clearly drove revenue growth: employees and customer impression. Interestingly, during their journey of analysis, one of Sears’s well-known competitors, Wal-Mart was on the cutting edge of innovation and empowered leadership to create (JIT), the just-in-time inventory system. Leveraging relational capital both within their organization and among their vendors, allowed Wal-Mart to lead strategic change and revolutionize supply chain management.
How might organizations begin to liberate the new workplace and break free from traditional boundaries? Below, are a few thoughts I invite you to consider:
- Authentic Leadership – Having the right blend of leadership capability is essential to adjusting your culture toward a more open and adaptable environment. Assess your current leadership capabilities for strengths and weaknesses, including emotional intelligence competencies, against future business goals and move forward to close the gaps.
- Understand the Financial & Non-Financial Drivers of Success. – In the new workplace, everyone is responsible for strategy. When strategic planning is well integrated with a balanced scorecard and talent management, it helps to provide a clear framework for linking vision, strategy and people; transforming the organization’s attitude and way of conducting business. When the organization is closely linked and leaders are empowered, talent becomes enabled to move rapidly throughout the organization as priorities shift.
- Share Information & Share Ownership – Rather than focus on which department owns what, begin asking how each division can create shared ownership for high-performing results that impact the organization’s ability to deliver extraordinary results. Release competent leaders across boundaries to establish a collaborative and open monitoring system. An environment of inclusion, transparency and collaborative ownership will develop.
Link to Financial Results
Over the last 10 years, the top 20 best companies for leadership outperformed total return by 3% as compared to the S&P 500 with total returns of a minus -1.4%, according to the Bloomberg Business Week/Hay Group 2009 Leadership Survey.
As leaders continue to move toward a three dimensional view of employees, customers, supply chains and alliance relationships they will begin to increase and harness the knowledge flow that builds broader relational networks and increases opportunities to build trust and multiply performance.
Has your company begun a three dimensional view of employee talents? How is your workplace culture empowering this to happen?
Thank you for spending some time with us today. We invite you to join the 21st - New Workplace For Future - http://bit.ly/aO2SGn – FaceBook or @InfusionGrpLLC
©2010 All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC, a next generation people management consulting and executive coaching firm. For more information, go to www.theinfusiongroupllc.com
Photo Credit: iStockphoto
