As the shape of business shifts rapidly, it’s crucial to optimize HR for the task of attracting, retaining, and motivating top talent in an evolving landscape. Many human resource practices that were effective in 2009 are now outdated. Here are the top trends in HR today, as outlined by Linda Villalobos at Insperity, along with my recommendations for how business leaders can respond with focus and agility.
I call it the leadership toolbox, a model for leadership development that focuses on the tools available to you. After years of helping leaders become more effective by identifying their styles, I needed a way to talk about the behaviors and mental models that come naturally to us. The “toolbox” metaphor fit — a place where we keep all of the techniques that help us achieve results.
As we business leaders enter 2019, we’re looking ahead to what the new year will bring. I keep running into the term “VUCA,” which stands for volatile, uncertain, chaotic, and ambiguous. That doesn’t begin to describe what many leaders are seeing as we review the waning year and plan for what’s ahead.
Oh, those millennials and their generational differences in the workplace! We continue to tear out our hair about their horrible qualities — the laziness! the impatience! the entitlement! The list goes on and on. A colleague of mine recently send me a video of speaker Simon Sinek talking about the awful millennials — first, about how useless they are, and second, about how they’re really just helpless victims of their upbringing and their environment.
I came of age in an anti-authoritarian time when executive gravitas rang false to many of us. The suits and ties, the gloves and girdles of the ‘50s were replaced by the sandals and long hair of the hippies. One of our catchphrases was, “If it feels good, do it.” The phrase captured a mindset that being true to yourself and living the good life meant acting on your impulses and sharing everything — thoughts, feelings, desires, and choices.
The current emphasis on “authenticity” shows just how much this stance has swung back into favor. Both in our personal and professional lives, some coaches are advising us, as people and as leaders, to be open and true to our feelings and preferences.
The best time to ask how to write an exit letter is before you need one. Wait too late, and you’re likely to send the kind of missive that burns bridges — and burn yourself in the process.
Consider, instead, that you’re planning to leave your job sometime in the next few months. You’ve already started to disengage a little. You’re not working quite such long hours and you’ve stopped making long-term plans for your department. You find yourself thinking about what you’d like to say on your way out.
Once again, there’s a war for talent and leaders are desperate for a high-potential employee assessment to ferret out their best workers. The last time I heard this much scuttlebutt about a shortage of people with leadership skills was before the Great Recession. But here we are, ten years later, and succession planning is back to being a hot topic.
As a performance coach, much of my work centers on “soft” leadership skills – influencing without authority, executive presence, giving meaningful feedback, etc. All of those skills are critically important for successful leadership, but none of them does much to help the leader struggling with a business fundamental like financial acumen.
Etiquette matters in the business world. In spite of the frequent media portrayals of business executives as aggressive boors, in the real world most successful senior leaders are meticulously polite and even formal. For example, I have received numerous hand-written notes from business leaders, even though this practice is fairly rare in my non-business social circle. My business colleagues typically shake hands at the beginning and end of a meeting and are careful to introduce people who don’t know each other.
For those seeking to create a more diverse and inclusive workplace, “microaggressions” has become a point of focus. The word refers to the multitude of little ways in which we ignore, diminish, or insult people who are different from ourselves, either consciously or unconsciously. It’s an uncomfortable word, because it challenges us to take a hard look at how we treat others, acknowledge that we are not as accepting and open-minded as we would like to believe, and do the work to change our problematic behaviors.
Navigating workplace conflict is tricky even when you’re not conflict-averse. In my case, I come from a family where open conflict was almost unknown — we muttered politely behind each other’s backs. When I entered the wider world, I discovered most people were not so constricted in their expressions of frustration and anger. It took me a while to learn conflict resolution techniques that landed me somewhere between domineering rage and silent submission.
As I was working my way through my Ph.D. program, I didn’t know that the skills I learned from waitressing would prove their own education. For several years I waited tables at La Trattoria in Bloomington, Indiana, a fairly high-end restaurant where most of the employees were university students. It was a great job at the time. It paid better than most office or retail jobs, it had flexible hours, and I was on my feet so much that I didn’t have to watch my weight. Nonetheless, I wasn’t sad when I graduated and moved on to professional work.
You may have heard the Texas slang, “big hat, no cattle” — referring to a person who makes him or herself look important, without the substance to back it up.