Feedback failure can affect results
Research shows that local department or team culture – think “climate” – is driven by the leader’s ability to provide high, balanced levels of flexibility, responsibility, standards, rewards, clarity, and team commitment. Feedback clarifies what leaders expect of their people.
Unclear expectations undercut productivity, team engagement
“Half of all respondents [to a survey of Federal Agency leaders] ranked their continuous feedback process as below where it should be, with 15 percent calling their efforts flatly unsuccessful.” *
What can you do this month to review the expectations of team members, discover areas of ambiguity or uncertainty, and work together to clarify expectations? Once the pattern is established, continue using the process that led to greater clarity. Because expectations change over time, keep the dialogue alive. Capture agreements in a place where you and they can easily refer to them.
“How we do things around here” doesn’t work
To me, culture always sounds diffuse, blousey, and evolutionary, which means that it may change but it will take generations. In layman’s shorthand, it’s “how we do things around here.” Ed Schein calls it, in part, “..a pattern of shared basic assumptions learned by a group … which has worked well enough to be considered valid….” (What a lot of us experience is that culture does not work well enough for us any more.
“…Eight in ten respondents cite the culture of their agencies as the biggest barrier, other than budget, to creating positive change and reaching their talent management and performance goals.”
Global talent management
Rapid change and volatility plagues leaders
Hong Kong companies’ leadership challenges have a familiar ring: “…managing a multi-generational workforce, high talent mobility, and critical talent scarcity.”
What can you to do create opportunities for potential hires and your company to experience working together for a time before making a long term commitment?
What stands in the way of creating lower barriers to leaving and rejoining your organization more often?
Building capability in supply chain managers for today and tomorrow is a key concern of global businesses dependent on emerging markets.
“The Institute for Supply Management recently released a statement that urged all businesses to become more aggressive in their procurement of skilled professionals who can handle more complex and volatile situations.”
How is your supply chain organization setting up processes to harvest what it learns and instill it in others and the organization itself?
Diversity, inclusion, equity
Factor age into diversity and inclusion talent management strategy
“Whereas Millennials’ number one priority is flexible work conditions, companies believe it is employee development. Organisations also underestimate the extent that Generation X and Baby Boomers value training, coaching, and feedback.” See a couple more surprising preferences of the generations here.
If different strategies are needed for developing, retaining, motivating, and engaging the generations at work, how do you develop managers to adapt their approach to generations and individuals?
Set the diversity and inclusion agenda through strategic talent management
A great summary of considerations and actions by a former colleague of mine, Marjorie Derven.