When it comes to movies, TV shows, and novels, it’s usually pretty obvious who the hero of the story is. But what about in your organization’s story? Do you recognize who plays the role of the hero for your organization? That was the focus of my previous piece, which I’m grateful to see received a lot of attention and enthusiasm from the readers of this blog.

As I read the comments and responses to this piece, I began to wonder about something. If we understand that our employees are the heroes of our organization’s story, why then do so many employees feel disengaged at work? Why is there a persisting lack of meaning or purpose connected to the efforts and contributions made by those we lead?

Of course, the easy answer to such a question is to simply cast blame on an aloof or uncaring leadership; of organizations being run simply to cater to the whims and self-interests of those on top at the expense of those on the lower rungs. Certainly, the public revelations made about how Goldman Sachs has devolved from a focus of serving their clients to a more self-serving one would seem to support this.

And yet, a more realistic view of today’s organizations reveals that such leadership and cultural attitudes tend to be more the exception than the norm. When it comes to demonstrating that your employees are the heroes in your organization’s story, the disconnect we’re seeing here Click here to continue reading »”How Are You Helping Your Employees To Be Your Organization’s Heroes?”

As more organizations continue to shift their approach from recovery to growth, there’s naturally a growing concern developing about the potential risk of losing their key talent to competitors, as well as how to attract the talent they need to help their organization strengthen their competitive edge.

In most cases, these discussions tend to focus either on discovering key talent within your organization or how to attract the talent you need to join your team. Unfortunately, these strategies tend to be limited in scope and can cause leaders to overlook the advantages of developing their employees to meet the evolving needs of their organization.

One of the most effective ways to do this – with the added bonus of increasing employee retention – is by offering training programs. By offering such programs, employees are given the opportunity to not only refine and develop their skills in order to be more effective in their roles, but it also encourages them to take the time to evaluate their career goals and come up with ideas of how their organization can help them to achieve them.

Granted, one of the reasons why most employers are reluctant to provide employee training is because they fear that they will lose the investment made through such efforts if their employees leave the organization to work elsewhere. However, such fears don’t Click here to continue reading »”Are You Employing This Tool To Fuel Your Organization’s Growth?”

The following is a guest post by Mark Murphy.

It’s a fascinating exercise to read your own job ads and ask: “How many other companies could say the identical thing that we’re saying?”  If your answer is one or more, then you’re probably not giving the high performing stars you want much incentive to apply for a job with your organization.

I recently logged onto a major job board and did a search for programmer jobs at some major companies.  Then I started reading.  And reading. And then my eyes started glazing over.  After a while, I couldn’t tell any of these tell companies apart because they all sounded exactly the same.

I wanted to make sure I wasn’t just imagining the similarities, so I clipped the key phrases used in the various ads.  Every single job ad said they had “Dedicated passionate coworkers”, “Tremendous opportunities for professional growth”, and a “Chance to make a difference.”  And of course, every ad said that their employees are the source of their strength.

I can only imagine that these companies distinguish their products and services better than they do their job openings.  After all, they have billions in sales that would suggest a competent sales message.

But when all their job ads tout dedicated passionate coworkers and tremendous opportunities for professional growth, what makes one company more appealing than another?  And what would make a high performer quit their current job to go work for one of these companies?

High performers want to know Click here to continue reading »”Talk About Your Brown Shorts If You Want To Hire Stars”

In my coaching work, one common issue I see – especially in newly minted managers – is learning how to be successful in delegation. That’s not to say that these managers aren’t comfortable or are unwilling to delegate; most are more than happy to hand off assignments to their various team members. The problem is more of learning not to simply delegate tasks, but to delegate responsibility to those they lead.

One clear example of this form of delegation is problem-solving. Given how most managers are promoted to these positions based on their past accomplishments and level of expertise, it’s only natural that they feel responsible for trying to solve whatever problems their team encounters. Besides, it’s hard to turn people away who come to you asking for your help as this is a sign that they not only value and respect your insights, but that they trust your abilities to help resolve the situation.

Unfortunately, what this inevitably creates is a culture where, at best, your employees have an unwanted dependency on management to fix problems when they arise, or at worst, employees who basically clock-out when they arrive at work because the organization’s culture has removed any expectations on them to contribute their own problem-solving capabilities to the process.

Instead of being the go-to person for when your employees encounter an obstacle, why not be the leader who empowers them to solve it on their own? Why not give them the resources to solve the problem instead of allowing them to leave it on your plate? By implementing the four steps below, you can create a culture that not only promotes delegating more than just basic tasks, but one which encourages your employees to be active participants in your organization’s problem-solving process. Click here to continue reading »”Creating A Culture That Promotes Problem-Solving Delegation”