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Greetings
I've been thinking a lot about the concept
of "legacy."
I am currently serving as the President of
the
Human Resource Association of Southern Maine.
As I prepare for our annual board planning meeting, I
wonder about our legacy. About a year and one-half
ago, one of our board vice presidents first
broached the subject with me. Since then, I have
been fixated on the concept.
Few of us take much time thinking about such things-
few of us have the time. There are more pressing
things that command our attention. It
usually takes some
traumatic event to shake our being and force us to
step back and think, to take stock in what we have
become. When I work with individuals who have
just
lost their job, I ask them about their career
accomplishments; what will they be
remembered for doing? It still surprises me how
difficult a question this can be for most people--
working an
entire lifetime and not being able to list any
accomplishments. So few of us ever take an
inventory
of
our careers--our lives. Sometimes, to shake the
process up, I ask, "if we were putting a plaque on the
wall honoring your career, what one thing would you
want listed?" If that doesn't enlist a response,
and I need to get to the core of their being, I ask, "what
do you want inscribed on your tombstone?"
That usually rattles them and gets them thinking.
I was speaking with an executive who is going through
a difficult time with her organization. I reminded her
that she took a failing organization, one that was on
the verge of folding, and quickly turned it around.
Since then, it has been growing each year,
becoming a premier
organization in her industry. It is not hard to see what
her legacy will be and she needs to remind herself of
this when the going gets tough.
Legacy can center you during difficult times.
Legacy
can drive you to greater heights. Take the time to
think about your legacy.
Rick Dacri
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| Growing Your Talent |
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I just got off the phone with a nursing home
administrator. He was feeling pretty positive. He
told me that his
business was going well. He just had his best month
in a while. He attributed the success to having a
full staff of
nurses. I
told him most administrators would "kill" to have all
their nursing positions filled. I kidded him by
saying "be careful that your competition doesn't try to
poach them." He laughed and said that his staff was
happy. He thought his sponsorships of CNA
(Certified
Nursing Assistant) and LPN development programs
were paying dividends, because he now had
a ready made internal labor pool from which to
pick.
Earlier, I spoke to one of my other clients, a
General
Manager of a municipal light department. I am in
the
process of completing the recruitment of a senior level
electrical engineer for him--a tough position to fill, as
engineers, like nurses, are in short supply. We have
two finalists, and he will extend an offer to one next
week. Rather
than sit back and relax over filling this critical slot, this
GM is now immediately focused on hiring an entry
level engineer to support the senior engineer, who
has
not yet even started. "I need someone for the
future"
he told me.
Neither the light department GM nor the nursing
administrator were interested in crying over the
dwindling labor pool. Both had invested in their
current workforce. Both knew they had to grow their
own talent pool. Two managers, in different
industries, faced
the
same labor problem. Each focused on building
and strengthening their workforce. And that's why
both remain successful.
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