Talent Leadership - Perspectives from the C-Suite
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Transcript of Talent Leadership - Perspectives from the C-Suite
PerspectivesfromtheC-SuiteTreasuryExecutiveInstitute(TEI)
November10,2016
PatrinaM.Clark,SHRM-SCP,SPHR,HCSPresident,PivotalPracticesConsultingLLC
TALENTLEADERSHIP– CREATINGRAVINGINTERNALFANS
“Theretrulyisno“one-size-fits-all”approachtoachievingandmaintainingcompetitiveadvantage.However,organizationswithstrongholisticadvocacy– customeradvocates,employeeadvocates,andthird-partyadvocates– definitelyhavealeg-upontheircompetitors.
- PatrinaM.Clark
LEARNINGOBJECTIVES
SoMuchtoCover,SoLittleTime
Thesewerethecommonthemes:
• Overviewofmycareer,withparticularinsightsaboutwhyIenteredtheSESandwhatitwaslike
• Strategiesforeffectivetalentmanagementandkeepingemployeesengaged
• Suggestedresources,includingrecommendationsfornetworkingandprofessionaldevelopment
MyInsights
YourInsights
10INSIGHTSFROMAQUARTERCENTURYINPUBLICSERVICE
MyInsights
1986- 2004
Internal Revenue Service(IRS)
Be a constant learner – it will temper arrogance and help you grow.
IRS- “TheWonderYears”1986- 2004
Do excellent work – more importantly, work excellently with others.
IRS- “TheWonderYears”1986- 2004
Transition graciously and gracefully.
It is never a good idea to leave a bad impression.
IRS- “TheWonderYears”1986- 2004
2004- 2006
Department of Navy –Naval District Washington
A great boss and great colleagues can overcome a lot.
NDW– “GloryDays”2004- 2006
Positional authority rocks!
The ability to influence without authority will make you a rock star.
NDW– “GloryDays”2004- 2006
2006- 2008
Federal Election Commission(FEC)
Pace yourself – peaking too soon is awful.
FEC– “SchoolofHardKnocks”2006- 2008
Temper yourself – a spoken (written) word can never be unspoken. And, some things truly are better left unsaid (unwritten).
FEC– “SchoolofHardKnocks”2006- 2008
2008- 2011
U. S. Government Accountability Office (GAO)
If you jump out of a hot frying pan, you will land in the fire.
GAO– “LandofOz”2008- 2011
Hearts and minds are not yours to win – they are others’ to give.
GAO– “LandofOz”2008- 2011
You can fool some of the people some of the time – but, to thine own self be true all of the time.
GAO– “LandofOz”2008- 2011
AUTHENTIC LEADERSHIP
• Authenticleadersareself-awareandgenuine.
• Authenticleadersaremissiondrivenandfocusedonresults.
• Authenticleadersleadwiththeheart.
• Authenticleadersfocusonthelong-term.
TOOLSANDRESOURCESFORTALENTLEADERSHIPEXCELLENCE
YourInsights
WHY
THISMATTERS
• Formostorganizations,“peoplecosts”representasignificantpartoftheiroperatingbudgets– sometimeshigherthan90%
• TheROIonanorganization’shumancapitalinvestmentscanbeimprovedbyhavingasoundpeoplestrategythatisclearlyalignedwiththeorganization’smission,goals,andobjectives.
• Byintegratingstrategictalentmanagementpracticesintotheemployeelifecycle,anorganizationisbetter-positionedtoeffectivelyrespondtopeopleneeds.
KEYDRIVERS
OFEM
PLOYEEENGAGEM
ENTThreeFocusAreasforConsideration
WorkEnvironment
LeadershipPractices
LearningEnvironment
Engagementandinvolvementarecriticalinmanagingchangeatwork;9outof10ofthekeybarrierstosuccessofchangeprogramsarepeople-related.(PriceWaterhouseCoopers)
Higherlevelsofengagementarestronglyrelatedtohigherlevelsofinnovation.59%ofengagedemployeessaythattheirjobbringsouttheirmostcreativeideascomparedtoonly3%ofdisengagedemployees.(Gallup)
Only40%ofemployeesaresatisfiedwithrelationsbetweenmanagersandemployeesintheirorganization.(KingstonBusinessSchool)
DEFINING
INCLUSION
Inclusion istheprocessofvaluingallindividualsandleveragingtheirdiversetalent,notinspiteoftheirdifferences,butbecause ofthem.
Inclusion requiresaconsciousefforttoinvolveallhumanresourcesinthefabricandmissionoftheorganizationasacriticalvalueadd.
THE NEW IQ
Source:OPM
InclusiveFair
Open
Cooperative
Supportive
Empowering
ESPOUSED
VS.EXPERIENCED
Howdoesyourorganizationscore?
Low High
FairOpen
CooperativeSupportiveEmpowering
THESURVEY-FEEDBACK-ACTIO
NPRO
CESS
• Designedtotapintothecollectivewisdomofyouremployees
Survey
• Detailedanalysis–acrossvaryingdemographicgroupsandorganizationallevels
Feedback• Clearactions– withclearrolesandresponsibilities–beyondHR
Action
GettingtheMostOutofYourSurveyEfforts
THE FIRST 90DAYS
Excellentbooksummaryavailableathttp://www.papensouth.org/PDF/The_First_90_Days.pdf.
• PromoteYourself• ANewJobRequiresaNewApproach
• AccelerateYourLearning• MatchStrategytoSituation• SecureEarlyWins• NegotiateSuccess• AchieveAlignment• BuildYourTeam• CreateCoalitions• TestTheirJudgment
WHAT GOT YOU HEREWON’T GET YOU THERE
Excellentbooksummaryavailableathttp://www.jfdperfsolutions.com/modules/news/personal_improvement-book_summary~3A_~26quot~3Bwhat_got_you_here_won~26~23039~3Bt_get_you_there~26quot~3B_by_marshall_goldsmith_~28part_1~29.html
• SectionOne:TheProblemwithSuccess
• SectionTwo:The20HabitsThatHoldYouBackfromtheTop
• SectionThree:HowWeCanChangefortheBetter
• SectionFour:PullingOutAlltheStops
THE 27CHALLENGES MANAGERS FACE
Excellentbooksummaryavailableathttps://trainingmag.com/introducing-27-challenges-managers-face
• LeadershipTransitions• EmployeeSelf-Management,WorkHabits
• PerformanceManagement• EmployeeAttitudes• ManagingSuperstarEmployees• ManagingDespiteFactorsBeyondyourControl
• TheNeedforaFreshStarttoanOldRelationship– Renewal
TIMEFORQUESTIONS
SUMMARY
KeyTake-Aways
• Itmatterswhatyouremployeesaresayingaboutyou– and,theyaretalking– knowwhatthey’resaying
• Engagementdrivesbetterperformancewhichdrivesbetterperformanceresults
• Youremployeesareawealthofinformationaboutwhatyou’redoingwellandwheretherearesomeopportunitiesforimprovement
• Askyouremployeestherightquestionstotapintothisknowledgerepository– andhaveplanstoactonwhattheytellyou
PivotalPracticesConsultingLLC“performanceimprovementexperts”
[email protected] (email)301.220.3179(metroDCarea)