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How Do I Get to the Next Level?

I woke up the other morning and the calendar said it was December.  December!
How can it already by the end of the year? This realization made me think about the goals I had set at the beginning of the year and where I stood against those goals. I asked myself, ‘How can I take my performance to the next level?” At this time of year, especially in companies that have end-year check-ins as part of their performance management process, you and your people may have this same question.

What do I need to do to get to the next level?

When our people ask this question, they are usually looking for us to help them navigate the performance of career development waters and give them the answer for where they should be taking their performance or career. When asked this question, use the GOAL Development Conversation Framework to guide the conversation.

First, determine the individual’s Goals. Review where the individual is in his or her current role. Are they ready for a move? What are the individual’s personal and career goals?

Second, gain the individual’s Observations on what he or she does well, areas of interest and development needs. Ask for examples.

Third, add your Assessment and the assessment of others, if you know them for a fact. If your team member is interested in moving to another role, what skills and competencies does someone need to be successful in that role? How does this person compare to that profile right now? What do they need to develop? How does it align (or not align) with their interests?

Finally, create a Learning plan. What more do you or your team member need to learn about the role in which he or she is interested? What skills or competencies do they need to develop? How do they need to better showcase strengths?

Getting Real is Now an E-book

Getting Real Front Cover

It finally happened…Getting Real is available as an e-book.  

Get one for yourself. Share this with a friend or colleague. Don’t miss what Marshall Goldsmith calls “instrumental in taking your personal leadership strategy to new heights.”
Available on Amazon.
Cheers!
Edith

About Edith Onderick-Harvey

Edith Onderick-Harvey is a highly regarded consultant, leadership and talent expert, and speaker. She is the author of the Amazon bests seller Getting Real:  Strategies for Leadership in Today’s Innovation-Hungry, Multi-Tasking, Time-Strapped World of Work. Edith is frequently quoted in the media including The New York Times, CNN.com, HR Executive, and American Executive.  As the President of Factor In Talent,  Edith works with leaders to take performance — their own, their team’s and their organization’s — to the next level.

What’s Your Talent Investment Plan?

Knowledge Investment

“Knowledge and skills have become the global currency of 21st-century economies, but there is no central bank that prints this currency. Everyone has to decide on their own how much they will print.”

–Andreas Schleicher, Organization for Economic Cooperation and Development

Schleicher’s quote is from Pass the Books. Hold the Oil by Tom Friedman in the March 10 New York Times. The piece talks about how performance on Program for International Student Assessment, or PISA, exam is correlated with how few natural resources a country has. The fewer the natural resources the better the performance on the exam. As another contributor to the article, K.R. Sridhar, founder of a fuel cell energy company in Silicon Valley says, “When you don’t have resources, you become resourceful.”

Those countries with the least natural resources have learned that in order to compete over the long term on a world stage they need to invest in educating their student populations.

Over the past few years, most businesses would say they’ve learned a difficult lesson of what it is like to live in a resource constrained environment. And the ones that will achieve continued success are those who have continued to invest in developing the skills and capabilities that will bring the biggest return on investment for their business. There’s no one perfect solution for every business. It needs to work in your business and in your business environment.

In the 21st century, competitive advantage comes from the strength of the people you have. As Schleicher argues “the only sustainable way is to grow our way out (of the recession) by giving more people the knowledge and skills to compete, collaborate and connect in a way that drives our countries forward,”

What is your talent investment plan?

Try Evolution Instead of a Resolution

gym-treadmill-people 240x160I went to the gym the other day and saw what you can count on every January — the results of resolutions. Anyone who is a gym regular knows that in January it’s a crowded place. People are there working up a sweat, moving muscles they haven’t moved in a while. It’s a place where people are making resolutions and, sometimes, deciding to break resolutions.

The problem with many resolutions is that they represent a radical departure from what we are currently doing. Rather than talking about resolutions, let’s talk about evolution. The evolution of your business. The evolution of your team. The evolution of your capacity to lead and manage others. We spend so much time talking about radical or transformational change, we forget about the benefits of purposeful, measured change. Spend some time this week thinking about what can evolve in the way you work, in the way your team works, and in the way your business works. What can you adapt to take advantages of the opportunities that are here today? What can you adapt to address the challenges of tomorrow?

Who Are You, Really?

Personal brandThink about all the different leaders you’ve known. Now think of three words, maybe a short sentence, to describe each one. There may be one who was the company’s ‘go to guy.’ Maybe there was the one who was ‘good natured but inept’. Another could be ‘the one who wanted great people around’.

Each of these describes a brand. We hear the word brand thrown around a lot these days. Companies or products have a brand. We hear about our social media brand. We’re told to cultivate our brand. Whether we like it or not, each of us already has a brand that has been developed over the years by our words and actions.

A personal or leadership brand is important. It gives people a quick way to think about who you are, and what they can expect when interacting with you; or when asking you to get involved in a project, or asking you to take on a new role.

The question is how do you cultivate your brand? Some things to think about are:

  • Who are you, really? We all have things that we value. We all have strengths. Your brand should reflect who you really are. If it’s not genuine people will see that.
  • How do your actions reflect who you really are? If you say you are all about getting results but never create them, your actions don’t reflect that brand. Be careful of latching onto what you think others want to see.
  • Are you making yourself visible? Like it or not, organizations are not pure meritocracies. People have to have visibility to who you are and what you’re all about. Keeping your head down and just getting your work done is not all you need to be doing. Making others aware of what you’re doing and how that is adding value is important. Volunteer for projects that will allow you to highlight your brand. Engage in conversations with others to learn how they are adding value and letting them know what you are doing too. Step out of your zone. I know someone who had some perspectives on how her company was approaching diversity. She contacted an executive in her company about an article he wrote for an internal newsletter on the topic. He asked her to write an article sharing her views and soon she was put in charge of diversity for the company.

Create your personal branding action plan. Let people know who you are and the great things you’re doing.

 

 

Edith Onderick-Harvey is a recognized organizational and leadership development expert. She works with Fortune 500 firms, growing companies, and universities to design their organizations, develop their leaders and continually elevate performance.  She has been quoted in The New York Times, Human Resource Executive, CNN and is the author of the newly released book “Getting Real:  Strategies for Leadership in Today’s Innovation-Hungry, Time-Strapped, Multi-Tasking World of Work”

First, Find Your Successor

Richard BransonI was watching TV this weekend when I came across an interview with Sir Richard Branson. As the interview was coming to a close, the interviewer asked him his advice for a new CEO. He said, “Find your successor and teach that person everything you know. That way you can focus on the bigger things.” The interviewer replied that finding and developing your successor is intimidating for some leaders. His reply? They are weak leaders.

Real leaders understand the need for and benefit of identifying a successor. It doesn’t matter if you are the CEO or a first-time manager, identifying and developing someone who can do your job should be a priority. Early in my career, I was a couple of months into a new job when my boss told me to think about who could take over for me in 18 months. I was floored, feeling like I didn’t even know what my job was yet. And, I didn’t identify and develop a successor. Shame on me. It interfered with my ability to move to another role, jeopardized the department’s talent pipeline and kept someone from being developed. Since then, I’ve prioritized developing those around me, informally and formally.

When we surround ourselves with great talent and help that talent become as successful as we are, we demonstrate one of the keys to leadership success — our ability to bring others along on the journey.

What Millennials Want

What Millennials WantPricewaterhouseCooper’s 2011 Global CEO Survey says that money is not going to buy  you love with the brightest of GenY/Millennials.   According to the survey, the Millennials biggest retention drivers are training and development and the ability to work in communities of mutual interest and passion.

As a generation who grew up using the internet and social media, they want to connect with other bright people to work on challenges and business problems that are meaningful and important.  They also understand they are being hired for a job, not for a lifetime.  They are keen on building and refining their skills so that they are able to take advantage of opportunities inside the company, and when and if the time comes, outside the company. They have a strong desire for coaching and mentoring.

This reinforces the findings we published last October about leadership in the next decade.  In order to successfully lead this workforce, leaders will need to be highly skilled at:

  • Creating and communicating a compelling vision that will attract the best Millennial talent by connecting with what they find meaningful.
  • Creating collaboration by breaking down silos and utilizing social media and collaboration technologies.
  • Leveraging resources from across the organization to address significant business issues.
  • Managing talent by providing them with cultures that focus on developing talent and careers, building capabilities and capacity through formal and informal development opportunities.

What’s your organization doing to attract and retain the best Millennial talent?

How Do I Get to the Next Level?

I woke up the other morning and the calendar said it was 2015. January 2015!

How can it already be 2015? This realization made me think about the goals I had set at the beginning of last year and where I stood against those goals. I asked myself, ‘How can I take my performance to the next level?” At this time of year, you and your people may have this same question.

What do I need to do to get to the next level?

When our people ask this question, they are usually looking for us to help them navigate the performance of career development waters and give them the answer for where they should be taking their performance or career. When asked this question, use the GOAL Development Conversation Framework to guide the conversation.

First, determine the individual’s Goals. Review where the individual is in his or her current role. Are they ready for a move? What are the individual’s personal and career goals?

Second, gain the individual’s Observations on what he or she does well, areas of interest and development needs. Ask for examples.

Third, add your Assessment and the assessment of others, if you know them for a fact. If your team member is interested in moving to another role, what skills and competencies does someone need to be successful in that role? How does this person compare to that profile right now? What do they need to develop? How does it align (or not align) with their interests?

Finally, create a Learning plan. What more do you or your team member need to learn about the role in which he or she is interested? What skills or competencies do they need to develop? How do they need to better showcase strengths?

THE HAPPINESS PAYOFF

higher profits

While traveling a few weeks ago, the USA Today appeared under my door. It’s Money section cover story was Do Happy Workers Mean Higher Profits? Looking at stock prices and earnings, the evidence suggests the answer is sort of, YES. You see the real payoff is not just how happy people are, it’s how engaged they are.

As we have often heard, engaged employees tend to do a better job, work harder, put in extra hours and stay longer. When you dig a little deeper, the article cites some real evidence to support this:

 

      • Companies on Fortune’s list of 100 Best Companies to Work for tend to have significantly lower turnover. In the IT industry, which is known for frequent job moves, companies on the list have a 5.9% turnover vs. a 14.4% rate industrywide. In professional services, it’s 11.3% vs. 24.7%.
      • In the past year, many of the publicly traded companies on Fortune’s list beat the S&P 500 by a mile. While the S&P was up 13%, Whole Foods rose 31%, Marriott gained 28% and AmEx was up 22%.
      • While benefits and financial perks definitely have an impact on happiness and engagement, according to Julie Gebauer of Towers Watson, it’s those things without significant cost that really make a difference, “What makes the biggest impact are things that don’t have significant costs. How expensive is it for a senior leader to give an employee a pat on the back, or give someone the opportunity to work from home for a day or two?” (I’ve spoken many times about the impact meaning, autonomy, competence and the ability to make progress at work all have sustained engagement)

So, what do you think. How do happy employees impact your bottom line?

 

Are You Spending Time with the Right People at Work?

work relationshipsNow that the end of the year is in sight, it’s a good time to take a step back and assess how we are progressing.  Usually, when we do this type of assessment, we look at progress against our business plan, project timelines or other priorities we’ve identified.

I suggest we all take a look at our key work relationships and assess how those are going.  We all know that our work relationships are important for a wide variety of reasons.  We also know that these relationships shift over time.  Someone who it wasn’t important to have a good working relationship with in the past is now an important partner.  Someone who we worked closely with in the past moved to a new role or division and we don’t really work together anymore.  And sometimes, there are people we need to build relationships with that we don’t spend the time on because they are difficult or building a new relationship is outside of our comfort zone.

I suggest you assess the balance in your network of work relationships and ask:

  • Who are you spending a great deal of time with?  Why do you spend that much time with them –familiarity?  The ease of the relationships?  Because you need them to get work done? It could be a combination of reasons.
  • Based on what you want to achieve, is that the right amount of time to be spending with them?
  • Who are you spending less time with but should spend more because they are important to success?  What needs to happen for you to be able to spend more time building the relationship?  Do you need to spend less time on those relationships that are comfortable
    but not as important to the work?  Do you need to force yourself out of you comfort zone?
  • What’s your plan for building or expanding the relationships you need to work on?  Set 2 or 3 goals for making the necessary changes to re-balance your relationships and put them into action now.

 

 

 

 

About Edith Onderick-Harvey

Edith Onderick-Harvey is a highly regarded consultant, leadership and talent expert, and speaker. Edith is frequently quoted in the media including The New York Times, CNN.com, HR Executive, and American Executive. As the President of Factor In Talent, Edith works with leaders to take performance — their own, their team’s and their organization’s — to the next level.