Talent Archives - Page 2 of 3

How I Got Schooled On Culture

April 14, 2014/3 Comments/Archives /by Tim Kuppler

I had the good fortune of having my interest in the power of culture sparked nearly 20 years ago when I was a VP with a major automotive supplier. We wanted to foster a positive environment and build an “involvement culture.” I had great mentors and read everything I could find on leadership and culture.

I learned about “building culture muscle” through rigorous feedback and prioritization to foster ownership with groups, transparent and regular communication habits, proactive resolution of major employee frustrations, and consistent tracking of strategies, goals, and measures.

The Main Learning Years – Trial and Error

I moved through a series of roles with different regional and global groups over the next eight years, each with a different sub-culture and urgent performance priories. One exciting principle was further building ownership with the goal of having every employee feel like they were part of team “running their own business.” We implemented extensive cross-functional team structures to support this goal. The same fundamentals worked across the world but customization was needed for communication, and different aspects of the operating model were emphasized based on the local culture.

I learned about the importance of understanding the history of an organization, a documented vision and strategy, large group “involvement meetings” to keep a team on the same page, and innovative group reward and recognition. The learning continued through regular community service activities and employee wellness improvements to support a deeper purpose, leveraging technology to streamline work, and proactively using feedback to refine communications and drive clarity. I also learned about the incredible power of strengths-based employee development.

The Financial Crisis – Fear, Uncertainty & Failure

Next, the financial crisis hit, automotive volumes tanked, and my responsibilities changed to focus on managing an urgent restructuring plan in North America. The same operating model was implemented as in prior roles but there was an incredible focus on performance. We were bought by a private equity firm, managed a massive downsizing, restructured the global business, and I lost my job at the end of it all.

I learned about urgently driving improvement because peoples’ lives are at stake, relentlessly emphasizing performance metrics, and confronting reality in extremely difficult times. I also learned about fear, self-doubt, sadness, and regret.

Moving to a New Organization

I was out of work for a year before landing a role as president of a great family-owned business. It was a massive turnaround effort but most aspects of the same operating model worked in an organization where I had no history.

I learned about the importance of having only one “top” priority at a time, focusing on 1-2 key values or behaviors to improve (discipline, teamwork, etc.), and about how to hold off on sharing my ideas or proposed plans in favor of starting with a vested group and a clean sheet of paper. I also learned about eliminating fear, growing pride, phasing improvements, hiring for cultural fit, and proactively communicating with a board / owners so they feel involved.

A World of Culture Education

I moved to consulting as president of a culture assessment and consulting firm, before a transition to independent consulting and business coaching. It’s been an amazing experience to see cultures across a wide variety of organizations.

I learned extremely effective organizations, small or large, apply relatively similar habits to support their purpose, values, and performance priorities. The vast majority of those organizations did what I did – they pieced things together over a period of many years without following a clear framework, model, or guide to help them sequence or prioritize the work.

The Problem

It doesn’t make sense to me that leaders should have to go through a long learning process to deal with the complex subject of culture with confidence. Culture is a hot topic but we’re buried in the popular press of disconnected tips, keys, and levers that over-shadow fundamentals about culture and the direct impact it has on performance. Sustainable culture change takes time but the initial efforts to build clarity, alignment, and leverage your unique culture will often have a rapid impact on performance as momentum builds.

I learned the lack of understanding the subject of culture is dramatically impacting results in the vast majority of organizations. There is also a huge social impact (think about organizations in education, healthcare, government, non-profit, etc.) where meaningful change could be accelerated.

The Bottom Line and a Predication

Leaders need to:

1) See through the popular press and understand culture fundamentals

2) Focus on specific problems, challenges, or goals and identify very specific values or behaviors to evolve that have been holding back performance

3) Apply culture fundamentals as part of clear plan to engage their workforce in solving problems, achieving goals, and improving performance with a sense of urgency

4) Connect the right set of improvements to get over the “culture tipping point” where momentum, results, and buy-in grows.

Culture will be widely accepted as the ultimate differentiator in organizations within the next 20 years. The focus will over-shadow strategy, talent, technology, and all other areas.

What have you learned about the subject of culture? Is it the ultimate differentiator in organizations?

#TChat Preview: How Employee Assistance Programs Engage And Nurture Talent

April 6, 2014/Archives /by Maren Hogan

The TalentCulture #TChat Show is back live on Wednesday, April 9, 2014. #TChat Radio starts at 6:30 pm ET (3:30 pm PT) and the convo continues on #TChat Twitter chat from 7-8 pm ET.

Last week we talked about employee engagement, and this week we’re going to talk about how employee assistance programs (EAP) are today help organizations engage, nurture and retain talent.

EAP services aren’t the first thing you hear when you’re talking about talent management, but these programs are critical for businesses. They help manage costs by reducing absenteeism, presenteeism, turnover, health care costs, accidents and by freeing manager time from dealing with employee personal issues.

They mitigate risks by reducing likelihood of litigation, workplace violence and training managers to deal with complex emotional, cultural and diversity issues.

EAPs also encourage employee engagement, improve the capacity of employees and families to respond to work-life challenges, and develop employee and manager competencies in handling workplace stress and improving team performance.

Join #TChat co-creators and hosts @Meghan M. Biro and @Kevin W. Grossman as we learn more about EAP’s with this week’s guest: Mark Sagor, President of Comprehensive EAP, an employee assistance program focused on technology, life sciences, service, manufacturing and non profit sectors.

Sneak Peek: Employee Assistance Programs Actually Work

We spoke briefly with Mark in a G+ Hangout to get a better look at EAPs and how they help nurture and engage employees:

#TChat Events: How Do EAPs Engage And Nurture Talent?

#TChat Radio — Wed, April 9 — 6:30pmET / 3:30pmPT Tune-in to the #TChat Radio show Our hosts, Meghan M. Biro and Kevin W. Grossman talk with Mark Sagor Tune-in LIVE online this Wednesday!

#TChat Twitter Chat — Wed, April 9 — 7pmET / 4pmPT Immediately following the radio show, Meghan, Kevin and our guests will move to the #TChat Twitter stream, where we’ll continue the discussion with the entire TalentCulture community.

Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:

Q1: How do EAPs help companies engage, nurture and retain talent?
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Q2: What complex emotional, cultural and diversity issues are you seeing in the workplace today?
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Q3: Statistically what are the advantages to having an EAP?
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Q4: What are the most basic work-life benefits companies should provide?
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Q5: What are the alternatives to EAPs and how are they different?
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Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed, and in our new TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions.

See you there!!

photo credit: BigStockPhoto

Intrapreneurial Spirit: Cultural Alchemy

December 4, 2013/Archives /by TalentCulture Team + Guests

Written by Renée Warren, CEO, Onboardly

Perfection is hard to define — especially when it comes to finding the right talent for your company. I know this all too well. Running a small communications agency in Canada would seem like an easy next step, after my success as a freelance consultant. But finding the right people to join me and believe in my vision was a tough sell.

Striking Intrapreneurial Gold

I needed to recruit intelligent, resourceful, self-motivated individuals — people who could easily see the big picture and ‘read the play.’ People who didn’t need an employee manual, hand-holding or a perfect office environment to be creative.

So, I hired a few ambitious young people and was surprised at what happened next. They actually helped define the company culture. It blew my mind.

At the time, I wasn’t seeking help to clarify our “why,” or establish our organizational culture. I figured those things would come in time. Little did I know, in recruiting these mavericks, not only would my job get easier, but a unique culture would also emerge.

I learned that these individuals aren’t just hard working employees. They actually are all intrapreneurs — professionals who build businesses from the inside out. And that has made all the difference.

Intrapreneurs Onboard

How did this intrapreneurial crew help create the perfect culture for our growing agency? I’ve identified 5 essential contributions:

1) A Sense of Ownership

Intrapraneurs tend to have a better understanding of the big picture, and their ideas often reach beyond their day-to-day tasks. Our team members are strong believers in the work they do and they embrace responsibility for the results they achieve. They believe they are integral to the organization’s success — they’re not merely working in a position for a paycheck. This passion and attachment only grows stronger with time.

As living, breathing examples of the company culture, the team attracts others to our sphere. They set out to make sure that our culture is heavily entwined with day-to-day operations, and their ambitious attitude becomes contagious. It’s a deciding factor for customers, partners and additional employees, when committing to our organization.

2) Things You Can’t Teach

Intrapreneurs have a way of transforming an organization beyond expectations “because they are self‐motivated free thinkers, masters at navigating around bureaucratic and political inertia,” explains Vijay Govindarajan in a Harvard Business Review post.

Sure, some of these skills can be learned. However, the way this magical mixture comes together is often the product of innate characteristics, rather than the result of training. Members of this special breed either use company culture as a means to excel in a role, or they commit to crafting a culture that will elevate the organization as a whole.

Sounds too good to be true? There is some bad news: It’s often hard to identify this aptitude in a typical job interview. Intrapreneurial aptitude actually can take time — months, or even years — to surface. But if you have a knack for identifying human potential, you’ll be able to recruit ambitious, creative, self-directed individuals who are intrapreneurs at the core.

3) Always Adding Value

Some people go to work to make money, while others go to serve a purpose. Money is important to make ends meet, but it’s not the only reason why people stay with a company and love their careers. When someone is genuinely invested in their work, they will go to great lengths to contribute their best effort. They will work harder and longer to produce the results they seek.

More often than not, this “extra effort” comes from those with an intrapreneurial mindset — from people who refuse to stop until the job is done well. They are exemplary at shaping and contributing to cultures that create business value. Their work is not only self-fulfilling, but something that supports performance across the entire team.

4) Leaders Without the Title

Intrapreneurs are clearly leaders in their own right. They will proactively seek ways to cut costs and increase revenues, even beyond a CEO’s expectations. Regardless of the significance associated with change, an intrapreneur takes on the responsibility as though they own the company — and they make decisions, accordingly.

Perhaps more importantly, these people are visionaries who are willing to challenge the status quo. They “have a dream, and overcome obstacles to achieving it by selling the dream to others” (Hisrich, Peters, and Shepherd, 2010.) Their support of the company often is on par with upper management’s level of commitment.

5) Follow the Magic

No doubt, you already have natural intrapreneurs within the walls of your company. You may know and work side-by-side with some already. But you may not recognize others yet. Surprisingly, these “hidden gems” are not always your classic top talent. However, they are unique. And when you uncover them, if you encourage and nurture them, magic can happen.

How so? Intrapreneurs have a way of making complex processes into something more simple. They see the light at the end of a tunnel that others would abandon. They can think creatively inside and out of the box. They aren’t afraid of taking risks, and they are tenacious problem solvers. Magic? I’d say so.

Letting Your Inner Entrepreneurs Shine

Don’t ignore the signs of an intrapreneur. When you spot them, help them understand that you’re aware of their potential, and then support them throughout their journey. That “go” signal and encouragement from you may be just the thing to kick-start their mission — or keep them on course. Remember, these individuals may not “look” like the typical “CEO” candidate, but can (and will) create magic for you and the company.

It has happened for me. I know it can happen for others. Find the gold in your ranks and let it shine. Give them freedom to make choices and see things through to the next level. If your experience is anything like mine, you’ll never regret it.

Are intrapreneurs actively driving your organizational culture? How do you support them? And how are they contributing to your organization’s success?

Learn More: “Business In Your Business” Conference

For more insight about how to foster intrapreneurship in your organization, check out the “Business In Your Business” International Intrapreneurship Conference in Barcelona, Spain, December 12-13, 2013. Experienced intrapreneurs and inspiring experts will share how the process works for them and explain how you can implement it, too. BONUS DISCOUNT: Get 10% off on your attendance fee — enter the code “TalentCulture“ when you register online.

(About the Author: Renée Warren is the CEO of Onboardly, a company that works with early stage startups to help them with customer acquisition and to gain visibility. She has worked with companies such as Udemy, Manpacks, and Beaucoo, helping them create an online presence that consistently gets their products in front of thousands of potential customers. Often referred to as a ‘geek in stilettos,’ Renée is passionate about creating a life that allows her to be the world’s best mom and build a company that continues to create value for its customers through inbound marketing.)

(Image Credit: Dan Brown on Flickr)

Intrapreneurial Talent: How Do You Find the “X” Factor?

November 25, 2013/3 Comments/Archives /by TalentCulture Team + Guests

Written by Susan Foley, Managing Partner, Corporate Entrepreneurs & Hans Balmaekers, Founder, SA.AM

Recently, we’ve seen a groundswell of interest in intrapreneurship – the process of developing organizational cultures that unleash entrepreneurial innovation from within.

Although intrapreneurship can be a powerful engine for business innovation and growth, it’s really not about generating ideas — it’s about turning ideas into profitable ventures. Intrapreneurs are the instigators who make that transformation happen.

Where can you find this special breed? We suggest that you start by taking a fresh look at your existing workforce. Even if you don’t recognize these innovators as they roam the halls of your company, we can assure you, they are there — and they’re likely to respond favorably when you offer support. But before you can move forward, you must first identify the right talent.

How can you spot the best bets? You may actually know some contenders. However, if your organization is large, you may not have crossed paths with some of your most promising candidates. They’re not typical high-potential or C-level mavericks — although they do possess traits that distinguish them from the usual corporate soldier. Keep these attributes in mind as you look for the right match with your initiatives…

7 Traits of Successful Intrapreneurs

1) Intrapreneurs tell us that they feel like they don’t fit. Their organizations don’t understand them or appreciate what they do or how they do it. They see the world through a different lens. They’re independent spirits and independent minds. They think, act and make decisions differently. They often find themselves championing the opposite side of issues.

2) Intrapreneurs are a distinct group of individuals. They have a unique combination of competencies that set them apart from more traditional workers. They are self reliant, they like to explore new things, and they’re totally engaged in their heads and hearts. They actively seek out new challenges, effectively manage limited resources and stay focused on getting things done.

3) Intrapreneurs make significant leaps in thinking that are not always linear or fact-based. They’re able to connect the dots. They work with what they’ve got, not what they think they need. They rapidly test and refine ideas, to push them through each stage in a decision process. They make sense of uncertain and complex situations more quickly than most. And they’re resilient — tending to fail and recover quickly.

4) Intrapreneurs think differently. They view situations from a more holistic, “systems” oriented perspective. Many are “whole brain” thinkers who embrace both their analytical and intuitive nature. They’re integrative problem solvers who can consider two totally opposite concepts, and instead of choosing one at the expense of the other, they creatively combine ideas to form a new solution. They balance thinking and action, and they learn from the outcomes of those actions.

5) Intrapreneurs approach decision making differently. They resist diving into data too early. They don’t simplify things too quickly. They linger in complexity because it presents more options. However, they are decisive. They don’t allow caution to paralyze them. They will change direction or even shut down a project when new data suggests a different course of action. They effectively balance short term and long term demands. They’re willing to base decisions on insufficient data, rather than waiting for perfect data to become available.

6) Intrapreneurs have different motivations and aspirations than others. They are not interested in a traditional career path. They are self motivated and good at motivating others. They like to build things. They’re energized by the excitement of creating anything that moves their company forward. They want to work on the big stuff — the bigger and more challenging, the better. They like to start with a clean slate, because it gives them more freedom to be creative. They are highly curious, avid learners, and they constantly ask themselves if there’s something else they need to know. This also means that they’re restless and may easily become bored.

7) Intrapreneurs operate through action. They’re inherently creative. They typically don’t generate ideas — however they recognize the value in others’ ideas, and turn them into viable business options. They find iterative planning useful, because things are continually changing. They embrace the unexpected. They like surprise because it refines their understanding. They take calculated risks — looking at both the upside and downside of a decision. They deal with uncertainty by acting on it, rather than sitting back and waiting to see what happens.

Finding the right kind of talent is essential to developing an intrapreneurial culture. These are just some of the characteristics that successful intrapreneurs display. Of course, every individual is unique, but if you look for these traits, you’ll be well on your way to creating a team with the strength you need to move your organization into the future.

Learn More: “Business In Your Business” Conference

To better understand the relationship between corporate entrepreneurship and innovation, or if you’re looking for ways to implement intrapreneurship in your organization, check out the “Business In Your Business” International Intrapreneurship Conference in Barcelona, Spain, December 12-13, 2013. Experienced intrapreneurs and inspiring experts will share how the process works for them and explain how you can implement it, too. BONUS DISCOUNT: Get 10% off on your attendance fee — enter the code “TalentCulture“ when you register online.

(Author Profiles: Susan Foley is Founder and Managing Partner at Corporate Entrepreneurs, LLC where she helps companies leverage intrapreneurship strategies that accelerate business growth. An experienced corporate entrepreneur herself, Susan has guided organizations through intrapreneurial endeavors that have generated millions in revenue. She is also a professional speaker and author of the book “Entrepreneurs Inside.” She teaches Corporate Entrepreneurship in the Executive Education program at Babson College, and is a Fellow at the Center for Innovation and Change Leadership at Suffolk University. Connect with Susan on Twitter or LinkedIn.

Hans Balmaekers is the Founder and Director of SA.AM, a resource for young professionals who care about their future, want to make a difference, and want to develop the mindset and skills to become change-makers. Recently, SA.AM launched an online intrapreneurship course to prepare aspiring and new intrapreneurs for success. Connect with Hans on Twitter, or on LinkedIn.)

Image Credit: Marginal Boundaries

Intrapreneurial Talent: How Do You Find the "X" Factor?

November 25, 2013/Archives /by Meghan M. Biro