This document discusses different approaches to leading through people or the "human asset approach". It provides examples of CEOs who prioritize developing and retaining talent.
Nestle's CEO believes in bringing managers together to discuss values and culture while respecting local expertise. United Biscuits' CEO focuses on detailed performance reviews and career planning to retain top talent. The CEO of SHV Holdings empowers managers by giving them 90% responsibility and a free working environment focused on innovation. Commonalities include spending significant time on talent development, understanding individuals, and creating an environment where people can succeed.
Factors that Affect Organizational CultureSlideShop.com
Culture is an important determinant of organizational success. In this presentation, we discussed what factors contribute to organizational culture. We also included practical examples to clearly illustrate our ideas.
More themed slides: https://slideshop.com/Themed-Slides
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
Factors that Affect Organizational CultureSlideShop.com
Culture is an important determinant of organizational success. In this presentation, we discussed what factors contribute to organizational culture. We also included practical examples to clearly illustrate our ideas.
More themed slides: https://slideshop.com/Themed-Slides
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
Brainstorming points -
1.What is work culture?
2.Meaning, Importance and Characteristics Of a good work culture?
3.Signs / Pointers of a Good work place?
4.How to promote Core Values at the work place?
5.How to maintain good culture at the work place?
6.How to improve work place culture?
7.Impact of work culture on Customer facing teams
8.How can HR automation improve the work culture?
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
Management Consulting Expertise in triggering and stimulating creativity with...Habib Abou Saleh
It outlines the best practices in Management Consulting Expertise, mainly when it comes to triggering and stimulating creativity within organizations. It sheds the light on what really influence our creative thinking and how it would affect businesses’ products and services provided within an innovative work frame. It highlights the role of organizations’ culture, the working environment, managers’ roles, in addition to our surroundings in shaping our creativity.
Diversity, Equity & Inclusion - my perspectiveSimon Court
This is a topline view of how I approach DEI in today's world. My breadth of experience and creative strategy ensures the ability to create a true business strategy with DEI focused programs
Great Leadership Makes a Great WorkplaceFlashPoint
In our Leadership Forum series "Great Leadership Makes a Great Workplace", we show how leaders make a difference, and how The Leadership Challenge® and the LPI, used as a leadership development tool, can enhance employee engagement in your organization. The Leadership Challenge is a leadership development resource for Executives, Manager, Emerging Leaders, - anyone with a desire to engage and inspire others. Consisting of a simple, but effective model, The Leadership Challenge develops leaders through assessment, measurement, learning, and practices. Whether taken as a 360 assessment, internal workshop, public workshop, or coaching, The Leadership Challenge helps you and your team to achieve the extraordinary. We invite you to learn more about this powerful tool. - The Sonoma Leadership Systems Team
http://sonomaleadership.com/what-is-the-leadership-challenge
Leadership To Drive Growth & Value lays out how Larry Siedlick created a corporate leadership culture across multiple companies that led to their growth and financial success while competing and winning against much larger, well funded public entities.
Larry details the strategies that create a leadership culture that plays a key role in any company’s growth, value and successful exits. Including:
• Challenges Facing Business Leadership
• Impact of Passion and Purpose on Employee Performance
• How Leadership Connects to High Performance
• Leadership Philosophy, Responsibilities, Characteristics and Competencies
Brainstorming points -
1.What is work culture?
2.Meaning, Importance and Characteristics Of a good work culture?
3.Signs / Pointers of a Good work place?
4.How to promote Core Values at the work place?
5.How to maintain good culture at the work place?
6.How to improve work place culture?
7.Impact of work culture on Customer facing teams
8.How can HR automation improve the work culture?
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
Management Consulting Expertise in triggering and stimulating creativity with...Habib Abou Saleh
It outlines the best practices in Management Consulting Expertise, mainly when it comes to triggering and stimulating creativity within organizations. It sheds the light on what really influence our creative thinking and how it would affect businesses’ products and services provided within an innovative work frame. It highlights the role of organizations’ culture, the working environment, managers’ roles, in addition to our surroundings in shaping our creativity.
Diversity, Equity & Inclusion - my perspectiveSimon Court
This is a topline view of how I approach DEI in today's world. My breadth of experience and creative strategy ensures the ability to create a true business strategy with DEI focused programs
Great Leadership Makes a Great WorkplaceFlashPoint
In our Leadership Forum series "Great Leadership Makes a Great Workplace", we show how leaders make a difference, and how The Leadership Challenge® and the LPI, used as a leadership development tool, can enhance employee engagement in your organization. The Leadership Challenge is a leadership development resource for Executives, Manager, Emerging Leaders, - anyone with a desire to engage and inspire others. Consisting of a simple, but effective model, The Leadership Challenge develops leaders through assessment, measurement, learning, and practices. Whether taken as a 360 assessment, internal workshop, public workshop, or coaching, The Leadership Challenge helps you and your team to achieve the extraordinary. We invite you to learn more about this powerful tool. - The Sonoma Leadership Systems Team
http://sonomaleadership.com/what-is-the-leadership-challenge
Leadership To Drive Growth & Value lays out how Larry Siedlick created a corporate leadership culture across multiple companies that led to their growth and financial success while competing and winning against much larger, well funded public entities.
Larry details the strategies that create a leadership culture that plays a key role in any company’s growth, value and successful exits. Including:
• Challenges Facing Business Leadership
• Impact of Passion and Purpose on Employee Performance
• How Leadership Connects to High Performance
• Leadership Philosophy, Responsibilities, Characteristics and Competencies
In efforts of unifying and defining the Company culture, a study was conducted to create a benchmark and a framework based on the market trends. In this study, the history, cause, and trends of the evolving culture were studied carefully. A group of top national and international companies with well-known cultures was studied. This helped create a correlation and differentiation between the perks and the culture.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
I have just finished leading a large organisation and I thought I would share my views on leadership. This is a personal view but hopefully someone will benefit.
Examples of the types of work I have done and for whom, with outcomes and nice things people have said about my work. Always happy to talk through in more detail.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
Every month we “shine a light” on one Shared Intelligence member, by asking them a series of questions in order to share their background, insight and experiences with the Shared Intelligence community.
This month meet Eric Riego de Dios, Human Resources Director, Baker McKenzie Global Services.
For more information, please visit www.sharedintelligence.com.
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
As we look forward to 2021, our People Science experts offer predictions that can serve as your map to the path of People Success. We want to invite you to tap into insights—about people-centricity, well-being, and reimagining the world of work—to inspire a fresh start in the year ahead.
Principle of Administration And SupervisionDaryl Tabogoc
In the field of administration and supervision, principles is accepted as a fundamental truth. Principle may be considered a law, a doctrine, a policy, or a deep-seated belief which governs the conduct of various types of human endeavor. In administration and supervision, an accepted principle become part of one’s general philosophy which serves to determine and evaluate his educational objectives, attitudes, practices and outcomes.
A sound principle is formulated from carefully observed facts or objectively measured results which are common to a series of similar experiences. The guiding value of principle depends not only upon the soundness of its origin, but also upon the individuals acceptance, understanding, and ability to apply the principles.
1. “Leadership is based on a spiritual
quality; the power to inspire others
to follow”
-Vince Lombardi
2. What makes leadership inspirational?
◦ The ability to inspire people to reach great heights
of performance and success is a skill that leadership
need. Passion, purpose, listening and meaning help
make a leader inspirational.
◦ The ability to communicate that passion, purpose
and meaning to others helps establish the
inspirational culture of your organization.
3. StrategicView of Human Resource
• Employees are human asset that increase in value to
the organization and the market place when
investments of appropriate policies and programs are
applied.
• Effective organizations recognize that their employees
do have value, much same as the organization’s
physical and capital asset have value.
• Employees are valuable source of suitable competitive
advantage.
4. Five ways to lead
• Strategic Approach
• Human Asset Approach
• Expertise Approach
• Box Approach
• Change Approach
5. HUMAN ASSET APPROACH
• In this approach, the center of the corporation works to add
extraordinary value through the policies, procedures, programs
and systems surrounding the hiring, retention and development of
people at every level in the organization.
• - An Underlying belief of these executives is that the
corporate center cannot and should not try to add value
through the day-to-day management of operation
• “The people in charge of the operating companies must
do that; we, at the center should not be trying to oversee
or monitor the day-to-day management of the
businesses.”
As Anthony Greener the CEO of the Guiness,
asserts
Greener says, corporate “natural role” is managing money and,
more important,“the key asset we have-people.”
- To that end, many of the CEOs often knows hundreds of their
employees, but the human asset approach goes step further.
• It involves career planning, mentoring, face-to-face discussion about
values, decision making and performance.
6. Thus, human asset executives travel continuously, manage
the relationship between the individuals, and define the
values-often personality traits- that they believe will yield
strong financial results.
The Executive in this chapter say they have selected people
management because they find it the most effective way to
respond to business situations involving complexity, in terms
of both products and geography.
- that day-to-day, block and tackle management is
more than long-term strategy in creating a competitive
advantage industries
-they believe on philosophical plane, that
empowering individuals is the right thing to do
7. A.At Nestle: BRINGING GLOBAL
CULTURE, RESPECTING LOCAL ONES
Helmut Maucher as CEO believed –it is his
responsibility not only to lead but to build a team’
hence, he spends much of his time dealing with people,
“and more time is spent thinking about them.”
-Values are very important. To be decentralized and
to give power to the market managers, we have to keep
people on the same wavelength such that, we have to
remind them they are part of the Nestle world.
HOW?
- Know our people so we can assure we have shared values
- Top management meetings of country heads and other
top managers, where Maucher watches them closely and
later, in the privacy of his office, discusses their
performance and their thoughts about Nestle strategy
8. -his strategic vision of local market expertise
requires that Nestle managers stay in one country
for as long as possible, so a global culture- a Nestle
culture can built only by bringing managers to
Switzerland as often as possible to talk explicitly
about corporate values
-”We are very careful about the type of people we
have,” They must share our values of hardwork,
honesty, and commitment to the company. They
must be modest. They must have style, class and
quality, but not show it off. They must be pragmatic
and not dogmatic.
Maucher shared, “I do delegate but when I see
something that is not the Nestle way, I will
question it immediately.”
9. B.At United Biscuits: GETTING GOOD
PEOPLE AND KEEPINGTHEM
Eric Nicoli of the U.K’s United Biscuits is
another CEO who manages people from his
heart, but instead of giving them the kind of
ultimate freedom, he installed the most
detailed human resource management system.
It includes frequent performance reviews,
feedback sessions, and a people management
“godfather,” among others initiatives.
10. When asked why he focuses his attention on people
instead of on strategy?
Response: “Ultimately, I think the performance of a
business is a function of strategic choices that are made
years before,” he says, “and no one should underestimate
the importance of good fortune in all this.
“Basically, when it comes to strategy, you make your
choices based on insufficient information, and you make
them when you have to make them. We have chosen some
categories and we’ve chosen some geographies. Five years
from now some will look like great choices, some will
look like fantastic choices, and some”Nicoli smiles in the
silence of what is left unsaid. “Sometimes circumstances
change completely,” he adds after a moment passes for
reason beyond your control, and your choices turn out to
be bad. Some of the things that most influence our
business aren’t predictable – economic trends, the value
of the pound. These things make a huge difference, and yet
we have no control over them. That’s the nature of our
business.”
11. Nicoli’s business is food – in large part, cookies and snacks
such as MvVitie’s biscuits, Keebler cookies, and KP snscks.
The company has a presence throughout Europe and in
the United States, as well as in Australia and China. (He
switched to food marketing as a young man, after deciding
that academia was too obscure for him) Today, he is happy
to be running a company with 40,000 employees, and he
wants his employees to feel the same way about working
for him.
12. WHAT/HOW/ WHY His approach: “structure informality approach” –its goals are manifold, including planning
and budgeting and other traditional controls; but in the final analysis, Nicoli believes his
best shot at success is to get talented people working at the United Biscuits, and then
keep them there.
“There are lots of companies that spend a lot time recruiting excellent people and very
little time worrying about how to retain them, "the truth is, it’s an awful lot harder to
retain and motivate people than it is to hire them. The hardest thing is to keep good
people, because the better they are, the more likely you are to lose them, if you don’t
make an effort.”
The Effort:
Nicoli and his top staffers know the top hundred managers “all fairly intimately,” he says
and spend “quite a lot of time” thinking about their careers. “It goes along, long way
down. We have a three – zone grading system that covers hundreds of managers, and we
review zones one and two regularly and the high flyers in zone three.
“we spend most of our time discussing the people with potential, rather than the people
without it, although when it comes to those people, we do spend time discussing their
needs.”
“We have a well-honed appraisal system that is the basis of our assessment of all these
people.”
“We have an assessment of their potential year, and we see how that is developing, and
what their aspirations are, and whether you have the qualities..”
13. The important thing, “Nicoli adds,” is to keep mind in this process. I am constantly
surprised at how people change and improve, and sometimes we find people were
simply in the wrong job or improperly motivated.”
“There are a lot of companies where they attempt to motivate people by paying them a
lot,” Nicoli doesn’t dismiss this method’s efficacy, but he asserts that people are likewise
motivated when they enjoy coming to work, when they like the people they work with,
when they can have a good laugh at the office, and when they are part of a caring
environment.”
You can fire people in a caring way, or you can just fire people,” Nicoli says, “I Think one
of the attractive characteristics of our company is genuine concern. There is a price for
that. It’s cheaper no to care- in the short term. But that is one of the reasons, why we
don’t lose good people.”
Further besides keeping good people, caring about them has another positive impact in
the organization. Nicoli said “It creates synergy” between divisions, the kind of
cooperation that gets people to talk, share information, and cooperate in difficult
situations.
Ultimate, Nicoli makes people his top priority because he wants to enjoy every day of
his working life. And the way he sees it, his cheerfulness begets cheerfulness in everyone
around him. It’s chemistry,” he explains “and chemistry makes a hell of difference when it
comes to success in our business. I truly believe that.”
14. C. SHV Holdings: SHREDDING PAPER, SETTING
MANAGERS FREE
Paul Fentener vanVlissingin managers people in service of human happiness and
fulfillment.
He wants his employees to feel free, to slam doors and swear when the spirit
moves them and specially to laugh
According to him, we succeed because we have a whole different system of
looking at people, a whole different approach, a philosophy of looking at the
people
- It is a philosophy that comes down to the adage that people rise to the
occasion. Give a little responsibility, get a little back; give a lot, and people
soar.- it’s management by letting go.
• For him,“To give people a better chance you had to build an organization
where they could have much responsibility, because we didn’t believe we
could get anybody to do the best they can unless you really make them
responsible.”
• In short, his organization put 90% of the responsibility of innovation,
entrepreneurship, and success in the hand of the team that leads the business
and there is 10% left in the central office.
15. What does the central office do with that
10%?
“The center of the companies should have
lots of fantasies,” “It should be a man or a
woman with impossible dreams and incredible
visions that he or she cannot rationalized and
can’t get out of computers. He should hve this
idea that something can be done somewhere,
somehow.”
Finally, his golden rule for CEO is “Out after
tenYears.”
16. HUMAN ASSETS APPROACH
That is for the business leaders to describe themselves as strategists or
visionaries.
For most CEOs and presidents are extroverted, they enjoy socializing, they like
conversation, they possess a certain personal interests that draws others to them.
But while human assets management might benefit from a CEO with these
characteristics, as an approach, it supersedes personality.
Instead, organizations where people management is the main vehicle for adding
extraordinary value are built around a complex system of managing them.
This system is comprehensive and permeates every facet of the company’s drive for
strategy and results.
It begins with hiring and continues with training , development and promotion policies,
and, if need be, into firing.
At its essence, it is a system built around values – explicitly communicated, with the
intension of every employee’s incorporating them into action and deed.
- MORETHAN BEING A “PEOPLE PERSON”
17. The human assets management approach comes down to trust,
development, and empowerment.
It is a system that disseminates certain explicit values and then rewards those
who embrace them, building an organization in which every one demonstrates
predictable, acceptable behaviors.
With trust in place, senior management can empower employees to take action,
sometimes along lines in keeping with company tradition, and sometimes quite
new in direction.
Finally, it should be noted that while many human assets CEOs remark that
their management approach is, in a word, fun, of all the approaches in this books
it is perhaps the hardest to implement in terms of time and energy.
Human assets management can take up to a decade to inculcate, because it
involve creating trust, values and consistency and is based on personal
knowledge and experience.
But once it is in place, human assets management goes far beyond a CEO who
happens to be a “people person” to create an organization consisting of focused
employees, each one a “company person.”