Welcome
Welcome to the latest issue of
Bringing Work to Life. We explored the following topics in issues over
the past twelve months (all newsletters are available at
www.elsdon.com/newsletters.htm):
o
The promise of affiliation (November 2005)
o
Nothing business, it’s just personal (October 2005)
o
Who are you? (September 2005)
o
Leadership roles (August 2005)
o
Leadership courage (July 2005)
o
The real scoop (June 2005)
o
Listening to the organization (May 2005)
o
A kinder, gentler place (April 2005)
o
Accelerating into your new position (March 2005)
o
Workforce leadership (February 2005)
o
Searching for success (January 2005)
o
Ethics and leadership (Year End 2004)
This month we look at how to
best contribute in our work with “Bringing Our Best to Work.”
Bringing Our Best to Work
It was a privilege recently to be in a State Department of Human
Services (DHS) office with counselors and their clients. For here was
caring and compassion, personal gifts given and received with grace.
Those gifts included the ability to connect with another person, to
navigate the complexity of much detailed policy, and to make rapid
decisions while juggling competing demands.
What gifts do we need to bring to our work situations to succeed and
contribute? Let’s examine some pointers. Having explored, in previous
newsletters, building clarity about what we stand for (September 2005),
who we are (October 2005), and roles we need to master (August 2005) we
now turn our attention to the capabilities and attributes that will be
important in our work. Some of these attributes will apply in many
settings; others will be specific to our particular work situation. To
gain a perspective on this let’s look at how some others see key
capability needs in a number of different areas.
· The Management Research Group (MRG) in analyzing a sample of over
15,000 people who have taken their 360 degree feedback instrument
identified key behavioral sets or attributes, from a list of 22, that
are most important in defining leadership effectiveness. The top
attributes turned out to be the ability to take a long range, broad
approach to problems, issues and decisions, in other words to be
strategic; the ability to effectively exert influence and provide
guidance; and the ability to communicate well, to be persuasive, and to
generate excitement. We see interpersonal attributes and conceptual
skills as central to effective leadership behaviors in this study.
Given the relatively low emphasis on interpersonal vs.
technical/functional knowledge in many education curricula it is perhaps
not surprising to see the Society of Human Resource Managers (SHRM)
estimate that about 40% of senior managers hired from outside an
organization fail within their first 18 months in their new position.
Managers in many cases do not have the requisite strategic and
interpersonal skills needed to survive, never mind succeed.
· In examining causes of leadership failure, the Lominger group
identified 19 career stallers and stoppers that can block progress.
More than half of these items are directly linked to personal attributes
and interpersonal skills such as inability to adapt to differences,
arrogance, lack of ethics and values, insensitivity to others. A
minority of the items are about technical/functional knowledge.
Inability to take a strategic position is also a key element. Again we
see the importance of strategic thinking coupled with strong
interpersonal skills to effectively engage others.
· Goleman and his co-authors of Primal Leadership examine the
behaviors of effective leaders. Not surprisingly we see similar
findings about the importance of interpersonal skills. Four primary
components are shown to be central to effective leadership:
o Self-awareness
o Self-management
o Social awareness
o Relationship management
Each component contains a range of interpersonal attributes, for
example, adaptability, empathy and inspirational leadership. And they
apply in various settings from the for-profit to the public sectors.
· Work by Ulrich and his colleagues at the University of Michigan
has led to the definition and prioritization of five competence domains
and 17 related competencies central to effective HR leadership. The two
primary domains, that are most critical, are strategic contribution and
personal credibility. Key strategic contribution competencies are
culture management and managing rapid change, whereas for personal
credibility key competencies are achieving results and building
effective relationships. Transactional HR activities are not a primary
differentiator of effective HR leaders. Again we see the importance of
the strategic aspect coupled with interpersonal skills.
· The graduate management admissions survey of 1,000 employers cited
in The Vault MBA Career Bible, identifies communication/interpersonal
skills, ability to perform and cultural fit with the company as the
items recruiters consider the most critical in hiring (identified by 45%
or more of the recruiters). All other factors including
quantitative/knowledge/technical skills, MBA concentration and the
reputation of the school are considered important by less than 25% of
recruiters. This was echoed in a recent Wall Street Journal survey of
recruiters that showed communication and interpersonal skills first on a
list of 20 attributes. These skills were considered very important by
88% of recruiters. A further reminder that technical knowledge takes on
value and meaning only when delivered in such a way that it is clear and
engaging to others.
So in varying situations from MBAs entering the corporate world, through
leadership practiced in a variety of for profit and not-for-profit
settings to effective Human Resource leadership we see similar emerging
themes. A blend of strategic capability and strong interpersonal skills
are essential to individual success. These core elements, when coupled
with the needs of a particular position, lay the foundation for
contributing in our work.
Let’s examine, by example, how we might use these ideas in practice.
Emily seeks to move from a technical, supervisory role into a position
with broader management responsibility, including profit and loss
responsibility. She recently completed a six-month rotational
assignment in a strategic planning capacity. She is now considering
what attributes may be needed for the new broader management role and
how they compare with those used in her current role. The following
importance/capability grid is one way to look at this. It shows
examples of Emily’s attributes in the context of the potential new
position.
The two dimensions of this grid show importance from low to high on the
vertical scale and capability from low to high on the horizontal scale.
The attributes in the lower left quadrant, which are neither important
in the new position nor of interest to Emily, can be avoided. Emily
identified information searching and computer network analysis from her
technical background. The attributes in the upper left quadrant of high
importance and low capability are development opportunities. Strategic
positioning and inspiring others fit into this quadrant. The lower
right quadrant of low importance but high capability contains attributes
that can be parked. They may or may not be important in the longer
term, they are not critical in Emily’s potential next position. Data
analysis and technical operating protocol fit here. The upper right
quadrant contains attributes that are both important and are strengths.
These are attributes for Emily to build on in her potential new role,
self understanding and developing others fit here.
We can each create a similar matrix for ourselves as we reflect on paths
we choose to take. In doing this we have an opportunity and a
responsibility to honor what we stand for. In the words of Joan
Chittister “Courage is coming to realize that what does and does not
happen in the world does so because of what you and I fail to say – not
when silence is right, but when we fear the cost to ourselves of
speaking out.” Just as those DHS counselors display courage every day
so can we, as we build, develop and contribute our gifts.
The Employment Scene
Since early 2004 the job openings rate (number of job openings as a % of
total employment and job openings) has steadily increased, as shown in
the following figure, although at 2.7% it is still well below the 3.3%
level in early 2001 (not shown). At the end of September 2005 there
were 3.7 million job openings in the U.S.
Source: U.S. Bureau of Labor Statistics, Job Openings and Labor
Turnover: September 2005, Release, November 8, 2005
This is driven by a hiring rate that has exceeded the separation rate
(both voluntary and involuntary separations) for most months since early
2004 as shown in the following figure.
Source: U.S. Bureau of Labor Statistics, Job Openings and Labor
Turnover: September 2005, Release, November 8, 2005
However, for only the second time since early 2004, the hiring and
separation rates were equal in September 2005 at 3.4%. August and
September 2005 numbers will have been affected by hurricanes Katrina and
Rita. Our prayers go to all those who have suffered from these
hurricanes. Voluntary separations (other than retirement) were 2.0%,
involuntary separations were 1.3% with other separations (retirement) at
0.2%. Over the past 12 months hires have averaged 4.7 million per
month, 0.3 million more than separations.
The unemployment rate in the U.S. increased only slightly in September,
due to hurricane after effects and settled to 5.0% in October. The
longer term trend is shown in the following figure:
U.S. unemployment rate (%), Source: Bureau of Labor Statistics.
The unemployment rate has continued to decline from its most recent peak
of 6.3% in June 2003. In addition the average number of weeks people
are unemployed has begun to decline as shown in the following figure,
although it is still at a comparatively high level:
Average weeks unemployed. Source: Bureau of Labor Statistics.
While the number of people who believe no job is available remains
elevated there is evidence of a drop as shown in the following figure:
Persons who believe no job is available in the U.S. (in thousands).
Source: Bureau of Labor Statistics.
On a regional level we see continued evidence of recovery in the high
tech sector as unemployment rates continue to drop in San Jose and
nearby communities, the technology hub of Silicon Valley. The
unemployment rate fell to 5.2% in September, well below the peak of 9.3%
in January and June 2003. This is shown in the following figure:
San Jose unemployment rate (%), Source: Bureau of Labor Statistics.
As we look at these figures we need to continue to question the nature
of the employment relationship we are hiring people into and how we can
improve it.
Quote
“A Native American tale tells of the elder who was talking to a disciple
about tragedy. The elder said, ‘I feel as if I have two wolves fighting
in my heart. One wolf is the vengeful, angry, violent one. The other
wolf is the loving, compassionate one.’ The disciple asked, ‘But which
wolf will win the fight in your heart?’ And the holy one answered, ‘It
depends on which one I feed.’”
From Joan Chittister’s book Scarred by Struggle, Transformed by Hope.
2003.
Upcoming Elsdon Organizational Renewal (EOR) Events and Recent
Mentions
Upcoming Events
·
Workshops for the UC Berkeley
Haas School of Business/Columbia University MBA program, Berkeley
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December 1, “Progressing in Your Organization”
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December 8, “Accelerating into Your New Position”
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Presentation for UC Berkeley
Haas alumni association, Berkeley
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January 10, “Progressing in Your Organization”
·
Workshop for UCLA Alumni and
UCLA Anderson School of Management Baby Boomer Career Conference, Los
Angeles
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January 28, “Career Fitness in Turbulent Times: Maintaining Job Search
Readiness”
§
http://www.seasonedpro.com/ucla_boomer_saturday_details.asp#bo_23
Recent Mentions
·
Reviews of “Affiliation in the
Workplace: Value Creation in the New Organization.” Ron Elsdon.
Praeger Publishers, Westport, CT (2003)
o
Harvard
Business School
·
HBS Working Knowledge: Organizations
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Global Diversity Institute
·
Global Diversity Institute - The Journal of Diversity Praxis
o
Journal of Asian Economics
·
ScienceDirect - Journal of Asian Economics : Ron Elsdon, Affiliation in
the Workplace: Value Creation in the New Organization, Praeger
Publishers, Westport, CT (2003) 280 pp. (hardcover), ISBN 1-56720-436-8,
$49.95.
·
“Building a Strong Workforce
Through Affiliation.” Chapter 26 in “On Staffing: Advice and
Perspectives from HR Leaders.” Eds. Nicholas Burkholder et al, John
Wiley & Sons, Inc., Hoboken NJ (2004)
o
http://www.wiley.com/WileyCDA/WileyTitle/productCd-0471410691,descCd-tableOfContents.html
·
The Alliance of Chief Executives
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Alliance of CEOs - Ron Elsdon
·
“Integrating Into Your New
Position.”
o
Article in September 1, 2005 issue of Career Tips and Tactics from
executiveagent.com
·
Executive Career Strategies at ExecutiveAgent.com
·
“Reaching for Our Deep Gladness”
o
Article in May, 2005 NCDA Career Convergence Magazine
·
http://209.235.208.145/cgi-bin/WebSuite/tcsAssnWebSuite.pl?Action=DisplayNewsDetails&RecordID=625&Sections=6&IncludeDropped=&AssnID=NCDA&DBCode=130285
·
Review of MBTI Step II workshop
o
CCDA News, April 2005
·
California Career Development Association - Articles
·
Recent mention in article on
cost of turnover
o
East
Bay Business Times,
April 2005
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Turnover costs exceed employers' estimates - 2005-04-25
·
“Worklife Survival: Finding a
Fit”
o
Article for HR West, February 2005 (Northern California Human Resource
Association)
·
http://www.nchra.org/StaticContent/Download/EXT0205007.pdf
·
Recent interview in the
education field “Affiliation as a Unifying Principle in Education”
o
Career Pro News
·
Affiliation and Education
·
Review of ICDC Global Issues
Forum
o
CCDA, January 2005
·
California Career Development Association - Articles
About EOR: Our Value Contribution
We enhance your workforce,
leadership and organization by:
·
Using proprietary approaches to
understand workforce and leadership challenges
·
Creating tailored action plans
and solutions to strengthen workforce and leadership practices
·
Building individual capabilities
and contributions
We enable you to focus on
external results and building value, confident that your organization
and leadership are operating at peak effectiveness.
Our Mission
To support your organization by
enhancing performance, productivity and effectiveness through
revitalized workforce relationships and leadership practices.
Our Approach and Values
We tailor our engagements to the needs of each organization with a
process designed to surface critical issues, identify root causes, build
effective solutions, monitor progress and implement.
With a scope that ranges from system and organizational interventions to
work with individuals, our focus is on the heart of the relationship
among the individual, the organization and the community. We believe
that organizational and community prosperity are built on enabling each
person to fulfill his or her potential.
Our Services
We work with individuals and
groups in your organization to drive performance and development for
both the short and long term. As a result people will choose to work in
your organization and will prosper there.
We bring solutions when you need
to:
·
Reverse declining revenues and
performance
·
Revitalize your workforce
·
Stem the loss of key talent
·
Redirect your organization to
new areas
·
Stop losing customers or market
share
·
Penetrate new markets
·
Combat aggressive competitors
·
Handle major change
·
Break down communication
barriers
·
Energize your leadership team
·
Successfully build on an
acquisition or merger
Our proprietary services
include:
·
State-of-the-art tools to take
the pulse of your organization and then move to action
o
Web enabled systems
o
Experts to gather and analyze information, moving your organization to
action
·
Individual leadership coaching
to give you world class leadership capabilities
o
Leaders who know themselves and their aspirations, build their
capabilities and become catalysts developing others
·
Workshops to build interpersonal
skills in your organization so that:
o
Communication is timely, concise, accurate and personal
o
People listen to each other
o
Negotiations are quick and effective
o
Differences create rather than destroy value
o
Teams move forward, get results and quickly commercialize new products
and services
o
People understand and link their motivations to your organizational
needs
o
Your teams understand what it takes to create a committed, energized
workforce
o
People use their time well
·
Systems that make it easy to
drive performance and build capabilities by:
o
Linking objectives throughout the organization
o
Strengthening key competencies
o
Making sure you have the bench strength where and when you need it
o
Giving people tools to take charge of their own careers and development
and have a major long term influence on your organization
·
Proprietary simulation and
modeling techniques that let you explore how to maximize the value of
your workforce
o
Move from guessing what might happen to looking in depth at the
financial impact of different approaches
