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.

21^st 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. 21^st 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 21^st Century. In today’s business environment, employee engagement and risk management issues currently sit at critical levels. As a 21^st 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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