Message
from Mike, Chief Leader at Harbour
Resources
Mike
It's
always a good omen when organizational leaders
begin thinking about the future. Many of us have
spent the last several months looking at
productivity reports, which are only reflections
of the past, hoping we have made our numbers or at
least not gone backwards. However, in recent
months I have been in touch with many of our
clients, seasoned and new; more and
more clients are asking questions about improving
bottom line results. That tells me that the
economy is getting back on its feet and companies
want to be ready to take advantage of the
opportunities.
The
recession has led to an abundance of available
talent and it's vital to assure that the people
you promote or bring on board are the very best
qualified. When you make the right hire it creates
a competitive advantage for your company. On the
other hand, when you make a poor selection, it
creates an advantage for the
competition.
The
inevitable question we get asked is "how can we
take the risk out of hiring and succession
planning and make certain we have the bench
strength to grow our organization profitably?' One
of the best strategies we know is to use objective
tools to guide critical hiring and promotion
decisions now for bottom line impact down the
road.
That's
why we offer our clients a unique competitive
advantage with the most accurate
assessment instruments in the industry. These
assessments have a rock-solid research base, high,
very
high reliability, and practical
application.
As
the economy begins to heat up none of us can
afford to roll the dice and hope for the best when
it comes to key personnel decisions. Armed with
concrete data and deep insight into a candidate,
your company can be sure to have the strongest
players in place and a real competitive advantage
in the market.
In
an economic recovery, top talent - fed up with no
bonuses and low morale - may want to jump ship as
soon as the job market picks up.
Here are
three things you can do to keep your top
talent where they are:
1.
Launch
efforts to rebuild trust.
One of the things that suffers most in a recession
is the trust between employees and employers. Show
your employees that what was done in survival mode
is not the norm going forward.
2.
Adjust compensation and
benefits.
Keep your radar tuned to the job market and any
signs that it is heating up. Adjust salaries to
make up for lost bonuses and raises and to match
the market.
3.
Know your top talent.
You not only need to know who they are, but what
they want. Communicate with them regularly about
their careers and how your company can support
them.This
Leaders Tip was adapted from "In the Talent War,
the Ceasefire Is Over" by Michael
Watkins
Call
us today (501.225.3359) to discuss how we can
partner with you to get your organization poised
for the impending upswing or sign up for our
free expert insights report at the end
of this newsletter.
Mike
Harbour, Chief Leadership Officer
To learn more about how your
organization can benefit by arming itself with the
most valid and most powerful assessment tools in
the industry, visit Harbour
Assessments or give us a
call at 501.225.3359.
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In
the Talent War, the Ceasefire Is
Over
Michael
Watkins an article reprint from the
HBR |
| If
you are leading a company that fell into this
trap, what can you do? If you aren't already
highly focused on how you will retain your best
talent in the next couple of years, you should
be.
|
"Rules of Engagement"
[Staff engagement should have a key role in great
customer
experiences.] Doug Shaw, Customer
Magazine. |
It's
no secret that during this economic crisis, the
employed are pretty much just happy to have a job.
So who's going to complain about less than stellar
management, right? Does this give carte blanche to
bullies and ditherers? As this report says, "In
the spring, we interpreted high job satisfaction
in the face of the recession as a 'fixed grin'...
In this quarter, the fixed grin is slipping and
the temporary goodwill is being replaced with
increasing frustration." That means all you
managers had better get back to work on your
people, change and organizational
skills.
Continue Article
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Leader
Lights |
"Life is a series of
near misses. But a lot of what we ascribe to luck
is not luck at all. It's seizing
the
day and accepting
responsibility for
your future."
Howard Schultz
(1953 - ) American
entrepreneur, chairman of Starbucks
"I
have not been any more lucky or unlucky than
anyone else. The difference is when luck came my
way, I took advantage of it." -- Richard
Branson
"Not
only strike when the iron is hot, but make it hot
by striking." --
Oliver Cromwell, military leader
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As a leader of my own organization, and
someone who talks with 100's of
Healthcare leaders every year; a common question
always arises in these conversations. What is the
secret to being a
successful leader? Why do some people seem to have
what it takes and others seem to just blow it when
faced with leadership challenges or opportunities.
An old quote that has been said many
times..."we manage things, but we lead people."
Some who are called leaders are trying to manage
people.
Leaders are not born, although some are
better right out of the box.
Maybe they have
better genetics, or better parenting, but most
leaders have developed themselves. The
secret....
We have to be in a continuous state of
learning and
development.
Dr Stephen Covey has shared on his
blog what he believes will make you a succesful
leader.
The Leader Formula: The 4
things that make a good leader. Covey
believes there is a formula. They are what he
calls the four imperatives of leadership.
1. The first
is to inspire trust. You build
relationships of trust through both your character
and competence and you also extend trust to
others. You show others that you believe in their
capacity to live up to certain expectations, to
deliver on promises, and to achieve clarity on key
goals. You don't inspire trust by micromanaging
and second guessing every step people make.
2. The
second is to clarify purpose. Great
leaders involve their people in the communication
process to create the goals to be achieved. If
people are involved in the process, they
psychologically own it and you create a situation
where people are on the same page about what is
really important-mission, vision, values, and
goals. 3.
The third is to align
systems. This means that you don't
allow there to be conflict between what you say is
important and what you measure. For instance, many
times organizations claim that people are
important but in fact the structures and systems,
including accounting, make them an expense or cost
center rather than an asset and the most
significant resource. 4.
The fourth is the fruit of the other
three-unleashed talent. When you
inspire trust and share a common purpose with
aligned systems, you empower people. Their talent
is unleashed so that their capacity, their
intelligence, their creativity, and their
resourcefulness is utilized.
This Months Expert
Insights Free
Report
Coaching to Develop
Employee Performance
Our JOB as leaders is to lead
our people; not manage them. We want
to develop leaders who can influence and
drive change in and through our
organizations.
Now let's go Make It
Happen!!!
Mike Harbour
Harbour Resources
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 Recruiting, Assessing and
Developing leadership talent for healthcare
organizations is our ONLY
business
100% of the
time we deliver 2 to 4 "A" players for your
search
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Reading this
month:
Seven
Habits, Stephen
Covey
who's got
your back, Keith
Ferrazzi
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3
out of 10 people
lie on their resume. -CBS
News
30%
percent of
business failures are due
primarily
to employee theft.
Only
10% of
companies ever discover they have
been
victims of theft. -Harris
Interactive for Careerbuilder.com
89%
of
job seekers exaggerate on their
resume.
-New York
Times
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