I had several interesting conversations this week with clients (all from different industries) and in each discussion there was a common theme:\u00a0 people leadership skills need to be improved in their organization and there is a commitment to do so from their leadership team.\u00a0 This is great news. It\u2019s what HR and L&D professional work so hard to achieve.\u00a0 They often have to spend months or years \u201cconvincing\u201d senior leaders that by investing in their people they will improve business performance and move their organizations from good to great. \u00a0So getting the thumbs up to \u201cmake it happen\u201d is fantastic news.<\/p>\n
However, there was also a consistent recognition from the clients I spoke with, that while their organizational leaders had verbally committed to making the changes necessary \u00a0for change, there was concern that these changes may not take place. They realize that the road to get to their desired state is long, bumpy and requires an on-going commitment from the leadership team. HR leaders aren\u2019t scared of the challenge.\u00a0 They welcome it.\u00a0 They know it will be hard work to hold leaders more accountable for strong people leadership and will require tough decision making\u00a0 along the way.\u00a0 They know the results will be worth the energy, effort and financial resources spent.\u00a0 However, senior leaders aren\u2019t always as committed for the long haul. Because of the strength needed to shift an organizational culture in a new direction,\u00a0 our clients are concerned that a few things might occur:<\/p>\n
The question remains, is your organization putting their money where their mouth is?\u00a0 This does NOT mean just approving budgets and spending dollars on learning and development.\u00a0 It means is the business prepared to do what is required (at all levels operationally) to achieve your desired future state? When push comes to shove, will the status quo be challenged internally so that real change can take place?<\/p>\n
For example, will your leaders hire the same types of employees over and over yet expect a different result?\u00a0 Will they place greater weight on technical skills over people leadership skills despite saying they want strong leaders?\u00a0 Will they have transparent career development conversations with employees even if they are in front line roles that typically don\u2019t progress up the corporate ladder?<\/p>\n
Step one is having leaders create a vision and set strategic goals for a future state where:<\/p>\n
Step 2 is building the organizational fortitude to do what is necessary to make the vision come to life and achieve the strategic gaols.\u00a0 This will require you as an HR leader to be:<\/p>\n
By demonstrating these characteristics you will be able to champion the change internally that your leaders have committed to and achieve what you know is possible.<\/p>\n","protected":false},"excerpt":{"rendered":"
I had several interesting conversations this week with clients (all from different industries) and in each discussion there was a common theme:\u00a0 people leadership skills need to be improved in their organization and there is a commitment to do so … Continue reading