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talent talk...

Insights and trends in leadership, talent management and coaching.

December 2008
Leadership Insight Newsletter
In This Issue
If the Job Could Talk
Time to Review Your Strategic Plan
Motivational Quotes

 

Effective leadership is putting first things first. Effective management is discipline, carrying it out.

- Stephen Covey

Life is like a ten-speed bike. Most of us have gears we never use.

Charles Schulz, cartoonist

I take nothing for granted. I now have only good days, or great days.

Lance Armstrong, Tour de France winner



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"Tis the season to be jolly' yet for many people the holiday season is a stressful, lonely time of year. Take a look around your workplace or neighborhood - there are people who are new to the city or country and have few friends and no family connections; there are others who seem disengaged and sad and who may be experiencing some personal challenges of a financial, health or family nature. And then there's the office grouch who never has a positive thing to say about anything or anyone. They're hurting and for whatever reason can't shake their anger or disappointment in life to move forward.

In the true spirit of the season, reach out to these marginalized people and give them a few minutes of your time. Buy them a coffee or a holiday plant or simply compliment them on their work, ideas or appearance. It's a small gesture but for some it may be one of the few gifts they receive and it validates their self worth.

To our valued clients, thank you for your patronage - we look forward to continuing to serve you in the New Year. Please remember to visit us at our exhibit, booth #440, at the HRPA conference at the Toronto Convention Centre, January 28-30. Attendance to the trade show is free.

Peace, joy and well-being to you and yours this holiday season!

 Fall 

Cheers! 
Rebecca Heaslip
President
Leadership Insight
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If the Job Could Talk
 

What would a job say to us about superior performance if it could talk?  Would it tell us both what hard and soft skills we would need for top performance? Would it describe the necessary behaviors? How about what attitudes or values are required to excel in the position? Even IQ and EQ (Emotional Intelligence) should be discussed.Fall

We all know "jobs" can't talk... but we can talk to superior performers in the job. The key is to know what questions to ask.  The latest issue gaining attention is the difficulty of finding technical talent with "people skills." The leading experts are strongly suggesting that organizations review all existing job descriptions and conduct a thorough job analysis on which defensible hiring decisions can be made. They are also suggesting that organizations take a good look at their needs for management skills versus leadership skills for all management positions. Today, "behavioral interviewing" is being used in the hiring process by more and more organizations.

Top management is now talking about the value of "soft skills." Peter Drucker's latest book is pushing "managing one's self." Coaching continues to grow worldwide and corporations are talking about managing human assets. Can you imagine how to manage your human assets without understanding first what truly makes a human an asset? A good start begins with benchmarking the job, not the people. Human asset management needs to be job-related, not yours or someone else's opinion of what they think the assets are.

To benchmark a job, we must look at the job from three views: behavior, attitude and skill required. Then you can look at people currently performing these jobs to clarify the performance correlations. Only by comparing factors of the job to the same factors on people will we be able to identify the real performance issues.

The most progressive organizations have human resource strategies that call for competency-based (skill) selection and performance management systems. These organizations understand the importance of hiring the right people, placing them in the right position and managing them effectively in order to gain a competitive advantage.

One difficulty organizations have in implementing effective HR strategies is defining the selection criteria most important for performance in positions. Before an organization can design selection systems aimed at hiring top performers, they must first identify what it takes to achieve superior performance in a position. In many of today's flatter, leaner organizations, soft skills have become at least as important, if not more important than technical skills. Look for competency-based position analysis that will help your organization define the soft skills or core competencies required for top performance.

Author: Jennifer C. Zamecki - CPBA, CPVA, CAIA, TriMetrix Well-RunConcepts. All rights reserved worldwide.


Time to Review Your Strategic Plan 

Perhaps you have seen the television commercial that talks about a family as if it is a Fortune 500 company listed on a stock exchange. For people who take their personal and professional success seriously, that commercial is spot on.  Just as a Fortune 500 company benefits from an annual strategic plan, we can benefit from one, too. Fall

So what is in an annual strategic plan, and why is it important? Here are the key elements of a strategic plan. These are as applicable to our personal life as they are to our professional life.

Goals Scorecard:What goals did we set for the year just past? Did we accomplish those goals? What was the financial impact of reaching or not reaching those goals?

Organizational Evaluation:Now that we have evaluated how we did against last year's goals (or if we had any goals for last year), we need to evaluate our organization (and our personal life) to set goal categories and priorities for the coming year. We can benefit from this exercise even if we are an organization of one. Areas to examine include the efficiency and effectiveness of business operations, people relationships/management, sales and marketing, profitability, and time management.

Core Values and Principles:The core values and principles by which we conduct our business and our personal life provide a compass that steers us clear of pitfalls that can undermine our long term success. As part of our annual strategic plan, we will benefit from reviewing and articulating our guiding values and principles, and ensuring that our daily activities and personal behaviors are consistent with those values and principles.

Purpose and Vision:Purpose is knowing why we do what we do. Vision is a compelling picture of where we are going; a description of what we are in the process of becoming. Vision provides a clear roadmap upon which we structure our goals, our strategies, and our tactics. Organizations and individuals both benefit from a vision statement that keeps them moving in the right direction.

Critical Goal Categories:A critical goal category is an area of our business (or our personal life) that we want to develop. Vision states where we are going; a critical goal category states what we will work on to get there. Experts say that we should work on three to four critical goal categories; if we have more than that, we get spread too thin and risk not accomplishing anything.

Goals: Goals provide clarity about what we will do to achieve our vision. A good goal statement is WHY SMART: Written, Harmonious (with our other goals, and with our values, principle, purpose, and vision), Yours (important to you), Specific, Measurable, Achievable, Relevant (to our vision), and Time-bound.

Action Steps:Action steps are the specific things that must be done to achieve the goal. Action steps must answer the questions what, where, when, who, and how. Our purpose and vision answer the question why.

With our strategic plan complete, we now have the opportunity to live every day on purpose. However, we don't want to make the mistake many businesses make. The strategic plan should not sit on the shelf collecting dust. Our strategic plan needs to be revisited regularly, so that we can ensure that we are creating daily the life we want to lead. As we complete our action steps and achieve our goals, we should log those results in our strategic plan and celebrate our successes. If some unseen obstacles get in our way, we need to revisit our goals and action steps and revise as necessary, using the compass of our purpose and vision to guide us in the right direction.