Are you thinking about your personal career, your organization, or leadership in 2007?
If so, here is the complete text of a Workplace Performance article that synthesizes a study done by the folks at consulting firm Blessing White. There are some conclusions that impact personal and professional life for everyone in an organization. Read the article (the italics are mine) and then join me at the end:
Princeton, N.J. — Nov. 30
Leadership priorities will take new shape next year as senior management confronts shifting competitive and internal pressures, according to a forecast by global consulting firm BlessingWhite.
Leadership increasingly requires an essential balance between business competence and personal connection, said Christopher Rice, BlessingWhite CEO.
“It’s no longer enough to be capable," he said. "Senior executives have to build an authentic bond with their employees, customers and other stakeholders, which is admittedly a daunting challenge for most leaders.”
Employee engagement will demand the attention of senior management as never before, Rice said.
“And we’ll see an effort to rid organizations of ‘subversives,’ the few alienated employees who are ‘extremely dissatisfied’ in their positions,” said Rice, who estimates about 5 percent to 8 percent of employees at large organizations fall into the category. “Employees who are so disengaged undermine productivity by dragging down everyone around them. They’re a threat to the bottom line.”
Leaders will focus on the following issues in 2007, according to the forecast:
Expectations of leadership have risen well beyond the capabilities of most senior executives and fostered renewed interest in self-development. The best leaders grasp that they need to be compelling and inspirational.
Greater emphasis will be placed on organizational audits and culture scans in order to avert ethical problems. Effective leaders will focus on building organizations that comply with regulatory requirements while at the same time working to create a culture that operates with ethical intent at every level of contribution.
As a key means of retaining high-value contributors, greater stress will be put on understanding the need for employees to do work that is meaningful to them. To attract and retain talent there will be greater emphasis on demonstrating trust and leadership credibility.
Employee engagement will continue to be a pressing concern, and those responsible for leading will need to pay close attention to not only the level of employee satisfaction but also the degree of contribution.
There is a lingering gap between employees knowing their organization’s business strategy and recognizing their own role in it. Closing that gap will help improve engagement, productivity and profitability.
Most organizations today were built by and for baby boomers, and there is a growing disconnect between younger employees and senior management. The corporate clock is ticking, and the pool of available talent is shrinking. Senior management must learn how to engage people of all ages, leaders at all levels need to understand the divergent interests of employees of different ages and flexible HR practices must be employed to motivate people to stay longer and grow into mutually beneficial roles.
Most organizations realize they do not have enough strong leaders in the pipeline, hence the urgent emphasis on leadership development and succession planning. Because global competition is so intense, organizations must not only identify future leaders but also have a pool of qualified leaders who may be quickly redeployed. There is no time for learning on the job.
“Corporate leadership now sees talent management strategies as a business imperative,” Rice said. “Successful leaders seek to have the right people in the right jobs focused on the right organizational priorities.
"At the same time, leaders need to ensure that employees have the information and support they need to align their interests and career aspirations with the organization’s goals. That dual focus can reduce unwanted turnover and create a sustainable competitive advantage.”
If you synthesize the findings, there are at least 4 evident themes:
- Authenticity
- Engagement
- Connections
- The right people in the right place at the right time
Here's the not-so-evident: those four themes point to a need for:
- Discernment in identifying talent vs. administrative match-ups of competency lists and job descriptions
- Willingness to spend time and getting expertise in finding out if Cheryl in Accounting just might have the underlying genius to become Cheryl in Marketing
- Being honest with one's self--and others--about a career path that could wind around the company and, perhaps, around the world
- Being honest and real.Period. Inspiration doesn't happen as a result of buzzwords, catch phrases, and poster campaigns. It happens because real people get real, act real, and stay connected for real with the people in their organizations. And not just in their socially- similar comfort zones.
What do you think needs to happen in your career or your organization? Click on "Comments" and help out with the "getting real" part.
Graphic Source: www.efuse.com
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