Make Gender Balance a Smart Strategic Goal


If you are working on launching or accelerating a push for more gender balance in your company, you need to focus on the opportunity – not the problem – to engage others. Approach the conversation by first laying out a set of future objectives, targets, and milestones. Then describe how gender balance is a key lever to help you reach those goals.

It helps to consider a two key questions:

1) Are you using language that accuses or language that invites people to build skills and enhance leadership impact?

2) Are you engaging with managers on things they understand are central to both their individual success and the company’s goals? Or are your efforts being perceived as politically correct, tick-the-box exercises?

Remember: the final goal isn’t just about balance. It’s having more engaged employees and more connected customers.

Adapted from “Tackle Bias in Your Company Without Making People Defensive,”
by Avivah Wittenberg-Cox

 

Curated by Trevor Lee

@trevorblee

http://www.ep-i.net

http://www.ceo-worldwide.com

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Top tips for the digital world! from Andrew Grill*


1. Learn a new language.  

“To get digital, you have to be digital. Instead of learning Spanish, learn the “language of digital”. If the terms Internet of Things, Blockchain, Cognitive or Cloud leave you scratching your head, research these technologies and understand how they can impact and enhance your company and industry.

2. Walk a digital mile in your competitor’s shoes. 

Alan Mulally (former Ford CEO) was once asked what car he drove. His response: “I make a point to drive a different vehicle every day, including the competition, so I understand the customer’s view”.

You need to do the same! Interact with a competitor via digital channels, then you will see what your competitors are doing and how you compare from a digital standpoint.

3. Look at the composition of your board. Do you have Digital Diversity?

To benefit from digital disruption, you need a board that can see things through a digital lens. So, rotate people on your board with those that have a deep grasp of the digital scene. If the board isn’t ready to be disrupted, put together a digital advisory board to play the role of Digital Non-Exec Director until you are truly ready to shake things up.

4. Increase your intake of news items and topics related to digital transformation from outside your industry. 

How do I learn about the latest happenings in the digital world? Not from my own industry, but from others! Use Twitter and LinkedIn to scan other industry discussions on digital disruption. The paid version of Pocket, also suggests relevant articles, which has been a great way to keep up with the deluge of digital thought leadership and debate produced daily.

*Andrew is Global Managing Partner at IBM, Practical Futurist, TEDx & Keynote Speaker, Board Advisor

DIGITAL AGE

 

via Trevor Lee

http://www.ep-i.net

@trevorblee

http://www.ceo-worldwide.com

 

Choose Your Mentee Carefully


When you agree to mentor someone, you’re trading away hours that you could use to pursue your own career goals and spending them on someone else’s.

You don’t want to waste your time, so choose a mentee who you’ll be eager to invest in.

  • Assess potential mentees for curiosity, organization, efficiency, and engagement.

  • Ask candidates to prepare a presentation in their area of expertise, or to join you on a sales call or strategy offsite and then write up their observations.

This will give you a good sense of their thinking process, communication skills, and level of interest.

If they don’t complete the assignment, don’t be annoyed. Instead, breathe a sigh of relief that you avoided taking on an uncommitted protégé.

Adapted from “6 Things Every Mentor Should Do,”
by Vineet Chopra and Sanjay Saint

MENTOR 3

Curated by Trevor Lee

https://www.linkedin.com/in/trevorblee

http://www.ep-i.net

http:/www.ceoworldwide.com

@trevorblee

Empathy


EMPATHY 3

Use Empathy to Improve Your Next Meeting

Improving meetings isn’t just about inviting the right people and being prepared. You also need to employ empathy, an emotional intelligence competency that can help you better manage discussions.

Empathy allows you to read people: Who is supporting whom? Who is coasting? Where is the resistance?

Carefully reading people will also help you understand the conflicts in the group so that you can manage the power dynamics. You may think these sorts of politics are unimportant, but power matters — and it plays out in meetings. Learning to read how the flow of power is moving and shifting can help you lead the group.

It’s your job to make sure people leave your meeting feeling good about what happened, their contributions, and you as the leader.

Adapted from the HBR Emotional Intelligence Series

EMPATHY 2

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Successful Business Transformation


9 implementation principles that will guide you toward a successful transformation:

The problems facing every company are different. They largely depend on history, culture, capabilities, and information technology. However, the importance of vision and communication cannot be overestimated.


Therefore …

A clear vision of the tasks ahead and good communication skills will enable you to navigate around the most difficult obstacles and prevent the organization sliding back into its old habits. The following principles will guide you toward a successful transformation:

  1. Think like a revolutionary

  2. Build an urgent case for change and convince the board

  3. Establish a ‘guiding coalition’

  4. Create a compelling and coherent vision for change

  5. Communicate the vision

  6. Enable and encourage people to change

  7. Look for quick wins

  8. Work around the resistors

  9. Consolidate the gains and maintain the momentum

Ed: These are principals that form the core of my friends at the Beyond Budgeting Institute – bbrt.org – and form the business model of such diverse companies as AstraZeneca, Arla, Danfoss, Handelsbanken, HILTI, Lego, MAERSK, Michelin, Sodexo, SKF, Timpson, Volvo and many more.

But getting back to point number 2,

because it is crucial to discuss how we sell the case for change to the people that matter.

Who are the key ‘influencers’ that you need to convince?

In most companies, the two primary persons to convince will be the CEO and CFO. However, it is of great importance to engage the whole organization. I will get back to that later.

While the case for change might appear to be compelling to you, it can seem too vague and “in the future” for others.

Hard-pressed managers need more organizational change like a hold-in-the-head. Therefore, the reasons must be compelling and the case well prepared and presented.


So how do we convince key influencers?

Ask yourself the following questions:

  1. What will it involve?

  2. What are the costs and benefits?

  3. Which parts of the business are affected?

  4. Is this the only option?

  5. What evidence do we have that it will work?

  6. What are the risks?

  7. How long will it take?

  8. How will we know if we have succeeded or failed?

Addressing them objectively will strengthen your credibility and increase your chances of success even though these questions are difficult to answer. 


Remember …

One common pitfall of implementation is believing that the total transformation of the model can be driven by finance (or any other one function) alone, and failing to engage other parts of organization such as Human Resources or members of the management team.

Author: Anders Olesen – Director, Beyond Budgeting Institute.  E-Mail: info@bbrt.org

transformation

Curated by Trevor Lee

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

 

Reward Your Team for Learning


Many jobs require people to continually develop new skills. As a manager, you should be less worried with what people know and more concerned about whether they’re able to learn.

But it’s not enough to hire curious, adaptable people; you also have to reward them for learning. When your employees have increased their knowledge and their value to the company, provide them with new and challenging opportunities.

  • Promote people only when they’ve acquired sufficient expertise in other jobs in the organization, not just their own. Or you could give awards for individuals who organize events or activities to promote learnability in the company (running internal conferences, bringing external speakers, or circulating information that nurtures people’s curiosity).

  • Reward simpler habits, too, like writing a blog, sharing articles on social media, or recommending books and movies.

Adapted from “It’s the Company’s Job to Help Employees Learn,” by Tomas Chamorro-Premuzic and Mara Swan

reward-3

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

 

Good Listeners Ask Good Questions


 

Some people equate good listening with sitting silently, nodding, making eye contact, and, when the speaker is done, paraphrasing what you heard.

But these things are only part of what makes someone feel that you heard them.

The best listeners go deeper by trying to understand the substance of what the other person is saying. Doing this requires that you ask questions to clarify your understanding and push the other person to better articulate their position, examine any assumptions they’re making, and see the issues in new light. You should also try to empathize with and validate any emotions the speaker is conveying.

Once you’ve made sure the person feels supported, you can offer some thoughts and ideas about the topic that could be useful to the other person.

Just be careful not to high-jack the conversation so that you or your agenda becomes the subject of the discussion.

Adapted from “What Great Listeners Actually Do,” by Jack Zenger and Joseph Folkman

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee