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Welcome to the October 2008 Journal!
The organizations and executives reading
this e-journal
represent over one million employees
in over
twelve vertical industries worldwide.
Together, we have the power to change the
direction of the economy by strengthening our
resolve and improving relations and morale
throughout the workplace and beyond. As we
create shared understanding and build trust,
consumers and
businesses around the world will know you are
living your brand message and join and
support you.
We must now, more than ever become
innovative, focused, and directed in the way
in which we lead and manage. And, we must
become even more adept at finding, sourcing,
and recruiting competent, results-driven
candidates and employees to assume leadership
positions.
I invite you to strongly consider the message
brought forth by this e-journal. I am
calling out to everyone to stand up and take
action as leaders and carry out your
organization's higher purpose to prosper in
this new economy. The improvement of the
global economy depends on the success of your
organization.
This is not a time for apathy. Rather, it
is an opportunity to stand up and vote for
transformational change, innovation, shared
understanding and continuous improvement
within your organizations and beyond...
It is our job as leaders within our world's
best and largest organizations to take
decisive action and improve the way in which
we lead, manage, sustain, and hold ourselves
and others accountable.
In this e-journal you will learn about new
Global coaching methodologies, new sage
advice from Marshall Goldsmith, and two new
case studies on best
practices in human resources and managing
talent.
Both of our case studies are from
organizations that have remained strong
during a turbulent economy. The first case
study is from Hewlett Packard and the other
is from Southern Company, one of the largest
electricity distributors in the United
States. We invite your questions for each of
these case studies as we continue to develop
the content to meet your benchmarking needs.
Let's take our responsibilities as leaders to
create a
more sustainable and successful global economy
seriously. This is the time to stand up and
lead for the good of our global economy, our
families, and for generations to come.
The world is watching and judging your
leadership decisions and actions. I invite
you all to lead as if you were saving this
economy. And to do so with great passion and
care for all stakeholders involved. Our
success as a global community
depends on you.
Lastly, we are asking you to fill out a few
surveys for us to help enhance your Best
Practice Institute experience. With your
help, Best
Practice Institute will live the
transformational change that we seek to
provide to the world. And, with your
advice we will grow with you and exceed your
expectations for many generations to come.
With great optimism and confidence in you,
Louis Carter, CEO, Best Practice Institute
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We invite you to fill out our survey on talent
management for Best Practice's new
publication on Organizational Prosperity
through Managing Great Internal
Talent which will be published by Jossey Bass
in 2009. Your answers will be used to create
this new historic book on how our world's
best organizations improve the global economy
through exceptional, proven talent management
strategies and practices.
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Join BPI and Marshall Goldsmith on November
11 at
2pm ET for his enlightening webinar on
Effectively
Influencing Decision Makers:
Changing What You Can Change and 'Making Peace'
with What You Cannot Change
Two of the most common questions that are
asked in
leadership development sessions are:
· How can I do a better job of influencing my
manager?
· How can I better influence my peers
when I don't have direct line authority.
Although there is no way to guarantee success
when
we try to influence without direct control,
Dr. Marshall
Goldsmith will provide a model that will
improve your
odds on success. This webinar will help you
determine both when and how to influence
decision
makers. The final part of the seminar is
especially
important in today's tough business
environment.
Marshall will share a philosophy on how to 'make
peace' with what you cannot change and 'play the
cards that you are given' in a way that is most
beneficial to you and to your organization.
This
webinar is not just for managers - it is for any
members of the organization who want increase
their
impact by more effectively influencing decision
makers.
Dr. Marshall Goldsmith is a world authority
in helping
successful people become even more effective.
He is
the New York Times best selling author of 23
books,
including What Got You Here Won't Get You
There, a
Wall Street Journal #1 best-seller and the
Harold
Longman Award winner for Best Business Book of
2007. He is one of the few executive
advisors who
have been asked to work with over 100 CEOs and
their management teams. Marshall has been named
as one of :
· The fifty greatest living business thinkers
(The Times - London)
· The top ten executive educators (The Wall
Street Journal)
· Five most-respected executive coaches
(Forbes)
· The most respected executive advisors in
the new era of business (Economist)
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The "war for talent" is an often heard mantra
of today's
CEO's. This issue was identified as early at
1997
when McKinsey conducted War for Talent
research.
They cited that there would be an "imminent
shortage
of executives". It seems as if this
perspective has
borne itself out. It is hard to pick up an
article on
Human Resources or Leadership Development
without a discussion on finding, developing and
retaining top talent.
Hewlett Packard under the leadership of Mark
Hurd is
deep into developing sustainable models to
ensure
that it has the "best talent on the planet".
The company
has an incredible focus on ensuring that the
talent it
has today is the best and that it is aligned
and ready
for future growth of the company. As part of
this effort
is has embarked on a number of groundbreaking
efforts.
Get a glimpse of HP's Talent Journey in this
article. A
greater picture of their journey will be
available in BPI's
new book on the Best Practices in Talent
Management.
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When coaching global leaders, an executive coach
must demonstrate his/her understanding on the
differences (and similarities) of global and
local
workforces, as well as the many cultural and
organizational factors at play. The coach
must be
aware of the coachee's cultural backgrounds,
as well
as the environment and the people whom the
coachee interacts with. With that
understanding, the
coach must actively engage key stakeholders
in the
coaching process, and take the appropriate
approach
to build rapport and trust with all involved.
In addition,
a coach often needs to help global leaders
become
effective coaches themselves to their
employees and
their teams, which tend to be virtual and global.
Join us November 13th, 2008 at 12pm ET for this
webinar. Attendees will gain a deeper
understanding
of global leadership challenges, understand the
complexity of working and leading in a global
environment, and learn how to help global
leaders
enhance global leadership capability.
Maya Hu-Chan is an international management
consultant, executive coach, author, and
sought after
speaker, specializing in global leadership,
executive
coaching and cross-cultural business skills.
Harvard
Business School has chosen her book "Global
Leadership: The Next Generation" to be one of
their
Working Knowledge recommended books. This book
was translated into Chinese and Polish.
Maya has trained and coached thousands of
leaders
in Global Fortune 500 companies and worked with
major corporations throughout North America,
Asia,
Europe, South America, and Australia.
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What does it take to put together a winning
team in
business?
Volumes of articles and books have been
written on
the topic over the years, offering advice on
how to
avoid the dysfunction that often renders teams
ineffective. We have all been part of groups
that failed,
either because of hidden agendas or
personalities
that didn't quite mesh.
In my experience as an executive and a
consultant, I've
come to believe the personal style of team
members
has the greatest influence on a group's
success. More
important than any technical skill a team member
brings is the ability to work closely
together, free of
backbiting and political maneuvering. The key is
having the right mix on your team.
Columnist Nikos Mourkogiannis says a group's
success ultimately depends on its balance. He
offers
a simplified framework to get the right mix.
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Do you sometimes find that you're completely
disconnected from the work you're doing and the
words you're speaking? Is it sometimes a
struggle to
get motivated to do your work, even though
this is a
field you chose? In an effort for consistency
and
uniformity, companies can often diminish the
voice of
the individual. When this happens people feel
disconnected and disengaged, the company
becomes inefficient and strains even harder for
consistency, and a vicious cycle is created.
In this webinar, David Mann examines the idea
of an
individual's "voice": how ideas, expression, and
wording constitute individual power. With
examples
drawn from artists in performance and
literature, you
will learn how to find and use your own
unique voice
for its maximum impact in your office, your
community,
and in your life.
David Mann has been an actor, director, and
teacher
for 25 years, and has traveled coast to coast
teaching
the art of effective, dynamic communication.
He has
been a presentation consultant for the executive
management and sales force of Hartford Life,
Merrill
Lynch, and Cargill, and he has been a featured
speaker for Mayo Health System, US Bank, and
Humana. He is a recipient of the Bush
Fellowship for
Performance Art and Storytelling, and his
play, "Corleone: The Shakespearean Godfather"
was
a critical and popular smash at the New York
Fringe
Festival.
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Critical to the success of an organization is
having a
steady supply of leaders with the right
skills in the
right jobs. Facing the possibility of a
number of
retirements across all levels of leadership,
Southern
Company has developed robust succession planning
and leadership development processes to ensure a
full leadership pipeline to sustain business
success.
This article details these processes.
Southern Company is an electric utility
serving 4.4
million customers in the southeastern U.S.
We are
one of the largest generators of electricity
in the
nation, serving both regulated and completive
markets.
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Best Practice Institute (BPI) wants to
enhance your membership experience.
Please take the next 10 minutes to fill out
our Member Satisfaction Survey.
In appreciation for your time for taking this
survey, we will provide you with the results
of our recent best practice study on human
resources development.
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Your written advice is also very important to
us. We invite you to take the next 5 minutes
to give direct advice to us as to what we can
do better. Please visit the Member Written
Responses Survey below.
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