As illustrated in Part 1 of this article series, the conundrum with collaborations is the more we push for collaboration, the more we see wasted time and slower decision-making. Over time we have learned principles and lessons that help manage the conundrum and allow collaboration to be effective. We begin by making a few decisions, guided by simple principles, which help determine the optimal approach to use.
RBL Insights: Blog
As coaches, we need to be present for our clients. Whether we are meeting in-person, connecting on video chat, or talking on the phone—setting ourselves up so we can be authentically present for them is one of the greatest gifts we can give as a coach.
Some have lately demeaned HR because they are “not your friend.” Let me offer three tips or advice about HR’s true role and how their expertise delivers real value.
In recent articles, I have discussed seven personality traits that differentiate executive leaders from other leaders and shared insights on the first three: Objectivity in the Workplace, Having a Positive Outlook, and Being Engaged. This article focuses on the fourth trait, being innovative.
A few years ago, Dave Ulrich and I published an article in Leadership Excellence entitled “The Vowels of Strategy.” This piece has become the basis for many discussions and training sessions about how to involve the entire workforce in the strategic process, a subject I address frequently with clients. Since the publication of this article and following new insights from client engagements, I’ve updated elements of this framework.
In recent years, HR professionals have become increasingly focused on adding value through strategic work more than administrative work. To further this strategic HR focus, we have identified five actions HR professionals can pursue to help make a digital business agenda happen.
Effective collaboration does in fact drive business results while simultaneously energizing and engaging the organization. We have been fortunate to work with a number of cross functional teams who had a focused goal and left the agenda from their individual functions at the door. We have been part of great improvements in time to market, brilliant change plans, significant reductions in handoffs, notable cost savings, and great product development. But these are the exception, not the norm.
The business partner concept has dramatically evolved from roles and outcomes to a logic of how HR delivers value to employees, organizations, customers, investors, and communities through individual talent leadership throughout an organization, and organization capabilities. HR’s evolution will continue as current business issues place HR center stage (e.g., digital information age, #MeToo movement) and HR needs to continually upgrade to respond; but it is useful to move at this time from business partner 1.0 to business partner 2.0.
In recent articles, I have discussed the seven personality traits that differentiate executive leaders from leaders at other levels in the organization. These traits are helpful in identifying and developing high-potential future executive leaders. I have already shared articles illustrating the importance of the first two: Objectivity in the Workplace and Having a Positive Outlook. This article is dedicated to the third trait, being engaged or intrinsically motivated by leadership. In the coming months I will provide further insight into the remaining four personality traits that differentiate executives: innovative, a team builder, a quick learner, and trusting.
“How can I manage my boss?” I constantly get this question from people I coach. Sometimes there is an actual problem with their boss, but, just as often, there is simply a behavioral challenge for the subordinate. The real questions are: where does an individual actually have control and what can be done to improve the situation? Over the years, I have developed a list of five critical ways individuals can “manage up” by simply managing themselves.