For incentive compensation geeks (of which “I are one”), to quote Charles Dickens: “It was the best of times, it was the worst of times.”
Not only has emphasis been placed on compensation strategies that link pay to performance recently, but I predict it will continue and intensify. By an order of magnitude…
The ethical dilemma facing Human Resources — the function as well as the leader — is significant.
Typically, when people start in HR, they view their roles as more employee-centric; part ombudsman, part “good cop” manager-surrogate. They enjoy doing things that enhance “morale” and “feel-good,” and create perceived contentment within the organization, regardless of these things’ real value to their firm. (more…)
My god… the speed and significance of current, changing trends today are staggering. To simply say, “The times, they are a-changin’” seems, well, just not enough.
Changes are coming, and better to assess the trends today than get caught off guard in the very near future. I believe we are seeing significant shifts around leadership and the employment environment, such as:
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From the “get a grip department…”
I have several HR colleagues who apparently take offense to these new bracelets being circulated for breast cancer awareness. Those little plastic ones made so popular by Lance Armstrong some time ago…
Only these say “I ‘Heart’ Boobies.” (more…)
Leaders leading leaders… “Leadership Squared.”
I recently was at a board meeting, and the chair took a few minutes to recognize one of the directors (we’ll call her Linda). Instead of typical platitudes and nameless accolades, this chairman instead described this person in the highest possible manner. Taking some time to address the difficulties of leadership, the challenges we face today, and the issues confronting us as we lead our organizations, he finished with the ultimate compliment:
“Linda excels at the most difficult — she’s a leader of leaders.
Leading is hard, we all know that. Some of us can make it look easier than others, but we know we are just fooling the masses… it’s hard, takes work, thought, and purposeful action. Leading an organziation can be nearly thankless and fraught with issue — some trivial, some extreme. The most important thing we do isn’t managing earnings, driving new products/services to market, or even finding and developing “A” players (and I’ve weighed in on my feelings there).
The most important thing we do — defined by significance, impact, and long-term results, is leading leaders.
We set the stage, we act as the example, and we provide resources and break down obstacles. Then we get out of their way and let them lead. There is no higher purpose in leading an organization than ensuring your leaders can lead.
Help them, nurture them, even get out of their way at times… but lead your leaders. That’s how we get where we’re going.
We frequently hear that “morale is bad,” or words to that effect, usually during some significant organizational change initiative.
Is it really bad? If so, does it matter? In fact, do we really care??
Most importantly, morale shouldn’t be the focus. Morale, in and of itself, is a non-starter. Instead, focus on observable behaviors demonstrated in the workplace.
Is there really a substantial behavior/performance issue, or just normal, elevated apprehension that accompanies all extensive change efforts?
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