There are six bases of interpersonal power, or the ability to effect change.<ul><li>Legitimate power: inherent in a position, such as a supervisor’s job title</li><li>Reward power: ability to grant bonuses, raises, promotions, and privileges</li><li>Coercive power: power to punish via termination, demotion, undesirable scheduling, or unpleasant assignments</li><li>Referent power: based on our identification with leaders and the intrinsic desire to follow their example</li><li>Expert power: belief that the leader has a deeper understanding of relevant topics and "knows best"</li><li>Informational Influence/power: adds an element of learning</li></ul>

Effective Leadership Is Not the Same as Formal Authority

<ul><li>Remote and flexible work challenges the traditional workplace authority model.</li><li>Now, positional leaders who used to rely on rewards and punishments have limited options.</li><li>They can attempt to use surveillance where it is likely to harm productivity, such as remote knowledge and creative work.</li><li>Force people into the office, double-down on using reward (perks, bonuses) and punishment (paycuts, firings) power, but risk losing employees and having to deal with a reduced replacement talent pool.</li></ul>

Leadership Without Surveillance

Referent power is about leading by example. Aspiring leaders and those retooling to lead in the post-pandemic world can develop their referent power through modelling transparency and authenticity, as well as listening and compassion.Activist leaders must practice what they preach. An effective environmental activist can’t be irresponsibly consuming resources. Similarly, if one expects colleagues to contribute high-quality work, setting an example of competence and commitment is non-negotiable.

Leading By Example

In addition to authenticity, listening to and understanding others underpins human connections. Relationships are much more intrinsically motivating than transactional rewards and punishments. Even before the pandemic, 78% of employees were willing to<a href="https://www.businessolver.com/workplace-empathy-executive-summary"> switch jobs to get more empathy</a>. And 77% were willing to give more hours of work to an empathetic employer. Now, as the stress and burnout are taking a toll on employees, managers face an even taller order to exhibit<a href="https://hbr.org/2022/05/how-to-be-a-compassionate-manager-in-a-heartless-organization"> compassion</a>.

Building Relationships

The only way to lead<a href="https://www.linkedin.com/in/ludmila-praslova/details/education/1635491374289/single-media-viewer/"> effectively</a> when you can’t force people to do something is to be an example, share information, and lead from a place of caring.If the true goal of leadership is motivating people to achieve goals and effect change, the old model of using positional authority may never have been the most effective.

A New Kind Of Leadership

Leaders can lead through referent, expert, and informational power, using purpose-centred inspiration while changing work organization to replace domination with the focus on wellbeing, outcomes, flexibility, and participation.Positional leaders still can and need to use legitimate, reward, and even coercive power when appropriate. However, as work becomes increasingly cognitive or even emotional, the relative importance of the referent, expert, and informational leadership will continue to grow.

Alternate Way Of Leading

To build on the referent, expert, and informational power, leadership must center on shared purpose. Both activism leadership and thought leadership unite diverse people from around the world because the <a href="https://www.globalcitizen.org/en/content/movements-social-change-apartheid-civil-rights-suf/#:~:text=Throughout%20history%2C%20movements%20that%20promote,the%20efforts%20of%20these%20leaders.">cause</a> or the idea intrinsically inspires them. Authentically uniting talent around a sense of purpose is increasingly the task of all leaders. Earning the respect of people and supporting them with care and dignity provide the relational foundation for the intrinsically inspired work.

The Bottom Line

Leadership isn't just about giving orders.

Influence is the new power, and managers have a lot to learn from activists and thought leaders.

Understand yourself and those around you.

psychology

Psychology

leadershipandmanagement

Leadership & Management

We’re in the midst of a fundamental shift in leadership

Out of the nine critical HR competencies, the role of Paradox Navigator was most closely tied with business performance. Yet this is an area where many HR professionals were lacking expertise.Paradox navigators need to effectively manage tensions between:<ul><li>Global and local demands</li><li>Need for change and stability</li><li>Gathering information and making decisions</li><li>Internal and external hiring</li><li>Individual needs and collective needs</li><li>Employees vs. customers and investors</li><li>Top-down and bottom-up.</li></ul>

Become a Paradox Navigator

<ul><li>Strategic positioner: position a business to win in its market</li><li>Credible activist: build relationships of trust by having a proactive point of view</li><li>Paradox navigator: manage tensions inherent in making change happen</li><li>Culture and change champion: make change happen and weave change initiatives into culture change</li><li>Human capital curator: manage the flow of talent by developing people and leaders, driving individual performance, and building technical talent.</li></ul>

The 9 HR Competencies Needed Today (1)

“When people are given challenging responsibilities, autonomy to control their outputs, participation in decision making, and visible and valuable recognition, it meets virtually all of the criteria for effective rewards.”

Nurturing a staff culture that will be most beneficial to the organization’s customers, and managing effective employee development and recognition are part of what it takes to develop thriving companiesHowever, along with these organizational competencies, HR professionals as individuals need to devote attention to their less obvious, but extremely valuable, roles. These include being a Strategic Positioner, Credible Activist, and Paradox Navigator, and are required so that HR can have the influence it needs to deliver value to the business.

The Less Obvious Roles of HR Professionals

"High potential individuals are interested in on-the-job assignments that are challenging and valuable … because they want to create a track record of documented results."

Using employee involvement to improve staff performance takes an organizational approach to the pervasive problem of low engagement. The goal is to move from cynicism to commitment, isolation to community, and for employees to have a sense of purpose and social responsibility in their work. Initiatives like letting employees choose their next project and being more involved with staffing issues have a positive effect on employee performance.

Improving Employee Performance

Measuring employee performance from an organizational perspective means focusing on organizational-wide talent data, as well as individual data. <ul><li>For example, to measure recruitment, you can look at what percentage of hires remain after two years. </li><li>To measure development, look at what percentage of promotions come from inside vs. outside the company.</li><li> To measure succession readiness, look at what percentage of employees know the company’s mission, long-term goals, and business strategy.</li></ul>

Measuring Employee Performance

One of the most interesting ways companies are involving employees is by connecting them with customers for feedback. This could mean having employees listen to customer service calls, engaging more employees in market research and social media, having customers visit the company’s office, having customers participate in employee training, and even locating employees to work out of a customer’s facility.

Connecting Employees and Customers

<ul><li>Total rewards steward: manage employee wellbeing through financial and non-financial rewards.</li><li>Technology and media integrator: use technology and social media to drive high-performing organizations.</li><li>Analytics designer and interpreter: use analytics to improve decision making.</li><li>Compliance manager: manage the processes related to compliance by following regulatory guidelines.</li></ul>

The 9 HR Competencies Needed Today (2)

"HR is not about HR, but about delivering real value to the business."

<ul><li>Clarify the poles</li><li>Define best outcomes – how both sides relate to success criteria</li><li>See others’ points of view – how do others experience the paradox?</li><li>Find common ground – where do we agree and disagree?</li><li>Take first steps</li></ul>Dealing with cognitive complexity is the top skill that helps to transcend paradox. Cognitive complexity involves seeing different sides of an issue, respecting other people’s points of view, learning new ideas (20-25% every 2 years), and seeing patterns in events.

How To Transcend Paradox

"The competitive advantage is what you do with the talent once you have it."

#1 Wall Street Journal and USA Today bestselling author Dave Ulrich offers HR professionals a new line of defense in the corporate “war for talent.” Destined to be a classic in the field, this game-changing book from HR visionary Dave Ulrich tackles one of the greatest challenges in Human Resources today: the talent wars. As companies grow increasingly and aggressively competitive in hiring and nurturing individual employees, this book offers a refreshing, revolutionary alternative. By creating dynamic systems that leverage talent throughout the organization, you can create a unified whole that is greater than the sum of its parts. In the long run, that’s what gives your company the competitive edge it needs. Based on the research findings of the latest round of Ulrich’s legendary HR Competency Survey, this groundbreaking book is sure to spark debate, shatter myths, and inspire real change throughout the HR community. Filled with fact-based insights and field-tested strategies, it proves that your organization’s success lies, not in the talent you have, but what you do with the talent once you have it. This book shows you how to build capabilities, strengthen systems, and empower human capital—for longer lasting success.

career

Career

books

Books

humanresources

Human Resources

#1 Wall Street Journal and USA Today bestselling author Dave Ulrich offers HR professionals a new line of defense in the corporate “war for talent.” Destined to be a classic in the field, this game-changing book from HR visionary Dave Ulrich tackles one of the greatest challenges in Human Resources today: the talent wars. As companies grow increasingly and aggressively competitive in hiring and nurturing individual employees, this book offers a refreshing, revolutionary alternative. By creating dynamic systems that leverage talent throughout the organization, you can create a unified whole that is greater than the sum of its parts. In the long run, that’s what gives your company the competitive edge it needs. Based on the research findings of the latest round of Ulrich’s legendary HR Competency Survey, this groundbreaking book is sure to spark debate, shatter myths, and inspire real change throughout the HR community. Filled with fact-based insights and field-tested strategies, it proves that your organization’s success lies, not in the talent you have, but what you do with the talent once you have it. This book shows you how to build capabilities, strengthen systems, and empower human capital—for longer lasting success.

Mike Ulrich

Dave Ulrich

David Kryscynski

Wayne Brockbank

Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do about It

Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do About It

A micromanager is a person who probably has a poor self-image, so he or she doesn’t believe they deserve to be where they are, and so thinks the same about the people they supervise. So the constant checking and looking over employees’ shoulders are really checks on their own ability to do the job. They don’t believe in themselves, so they believe in no one else.

The Reason Micromanagers Behaving Like This

Suffocating bosses—also known as micromanagers—often send this message to subordinates: “I don’t trust you to get the job done, nor to do it right.”Contrary to the best social science research—which shows that people who believe that they are being watched perform at a lower level—micromanagers require incessant updates and daily huddles, and they closely scrutinize, and often criticize, how their employees complete tasks.

Micromanagers

<ul><li>Constantly checks on where workers are.</li><li>Asks to be copied on all team e-mails.</li><li>Is reluctant to delegate.</li><li>Breaks projects into small tasks that make employees feel that their contributions are insignificant.</li><li>Checks and double-checks on deadlines and asks for frequent updates, even about small tasks.</li><li>Rarely asks for input from others.</li><li>Applies the same level of intensity and scrutiny to every task, failing to prioritize.</li><li>Is never quite satisfied with a work product.</li><li>Takes great pride in correcting or changing people’s work.</li><li>Is subject to extreme mood swings.</li></ul>

Traits Of A Micromanager

Employees who work for micromanagers often feel that their boss doesn’t trust them or value their contributions. This can cause workers to feel disrespected, devalued and demoralized. The manager’s mood swings can convince subordinates to avoid interacting with him or her.  Over time, employees’ professional growth is stunted because the micromanager won’t give them opportunities to shine.

The Climate Of Fear: How Micromanagers Effect Others

The belief systems that create the micromanager may not go away overnight. Weaning the micromanager off their controlling belief system takes time and constant feedback. More importantly, the micromanager must know that they’re safe when they allow others to succeed. It doesn’t diminish their value but actually enhances it. Regular coaching sessions are the way to go for most cases.

Handling the Micromanager: Coaching

Suffocating bosses—also known as micromanagers—often send this message to subordinates: “I don’t trust you to get the job done, nor to do it right.”

corporateculture

Corporate Culture

Let It Go: Teaching a Micromanager How to Chill

<ul>
<li>Open, clear and constant communication: across the entire company about the work to be done and challenges being faced.</li>
<li>Radical honesty: telling one another, and management, the truth in a timely fashion and ideally face to face.</li>
<li>Debating based on fact-based opinions: at Netflix, employees are expected to have strong, fact-based opinions and to debate them avidly and test them rigidly.</li>
<li>Customer and company first: people base their actions on what’s best for the customer and the company, not on attempts to prove themselves right.</li>
<li>Preparing teams for the future: The right skills with potential.</li>
</ul>

Powerful: The Five Practices Of Netflix Culture

Great teams are not created with incentives, procedures, and perks. They are created by hiring talented people who are adults and want nothing more than to tackle a challenge, and then communicating to them, clearly and continuously, about what the challenge is.Instead of perks, one should:<ul><li>Having great managers people enjoy working with.</li><li>Providing (or reimbursing for) the training that will help your employees grow into future roles.</li><li>Increasing salaries to help you compete for the best possible talent that others will be excited to work with.</li></ul>

Perks Don’t Work

The benefit of being radically honest: If you want to know what people are thinking, there is no good replacement for simply asking them, best of all face to face.If you want a culture of candor and accountability, you may want to consider simple, direct feedback, too.

Feedback: Truth To Power

You have to exhibit the courage you want people to have.Actions speak louder than words. What you do as a leader says more than even the most inspiring speech. Lead by example to have a great company culture. If the CEO of Netflix can admit he’s wrong, then so can any staff member in the organization. If you aren’t willing to live the values you want your team to exhibit, don’t make their values. Otherwise, those un-lived values will become the ones people snicker at and mock when complaining to their friends about their job.

Collaborating with HR to hire is just the beginning of building a great team. It also includes asking tough questions like, “Are we limited by the team we have, not the team we should have?”Asking hard questions like this helps you not only hire good people now, but make sure you are thinking about what you need in the future. As the Wayne Gretzky attributed saying goes, you should skate where the puck is going.

Great Hiring: Hard But Crucial

Efficient teams are created by hiring talented people who are adults and want nothing more than to tackle a challenge, and then communicating to them, clearly and continuously, about what that challenge is.Are your employees aware of your business’s biggest challenges? Do you listen to their ideas on how to address it? If you hire good people, and communicate your real needs with them, they will help you overcome them and grow.Excellent colleagues, a clear purpose, and a well-understood deliverable: that’s a powerful combination.

Challenges Are Great

There’s a big difference between a team and a family: teams change regularly and are optimized to win at all times, while families strive to stick together no matter what.Treating employees like teammates instead of family can be scary if you’ve never thought that way, but if you’re scaling your business or making significant changes, you may have no choice. Be mindful of the approach you take; loyalty is great, but not if it’s at the cost of your team member’s happiness and the needs of your business.

Work Requires Teams, Not Families

When employees start to whine about a process, the CEO has to really dig into what’s bothering them, because they hate senseless bureaucracy, not discipline.When your company grows, there are more people to keep connected, more to coordinate, and the stakes are higher. It’s only logical to be more disciplined.It may seem like a subtle change from “process” to “discipline”, but it can make a big difference in how your team thinks about the changes that are needed. Many people dislike “process”, but most people agree some level of discipline is helpful.

Solving Problems With Discipline, Not Processes

The most successful organizations will be the ones in which everyone, on every team, understands that all bets are off and everything is changing – and thinks that’s great.Being comfortable with change is not easy. It can feel safer to be a slow-moving, command and control organization where senior leaders have all the answers.One of the biggest mistakes poor leaders and managers make is to want to be the boss,  thinking that they tell everyone what to do, and do not want anyone to challenge them. In today’s rapidly changing, hyper-competitive world, that approach is fatal.

Face the challenges: Being Comfortable with Change

<ol><li>Imagine six months from now, you have the most amazing team you ever assembled and you’re saying to yourself, “Wow, those guys are awesome! I can’t believe what they’re accomplishing.”</li><li>First write down what the team will be accomplishing six months from now that it’s not accomplishing now. now. Use all the figures you want.</li><li>For those different things to be happening, what would people need to know how to do? What kind of skills and experience would it take for the team to operate the way you’re envisioning and accomplish the things you’ll need to do in that future?</li></ol>

Powerful: The Six Month Exercise

The most important thing about giving feedback is that it must be about behaviour, rather than some essential characteristics of a person, like ‘you’re unfocused’.You cannot sugarcoat feedback, or the spirit behind it and its importance can be missed. At the same time, you don’t want to make it a personal attack, either. That will only cause them to become defensive and resistant.Make feedback about an action, not the person, and you may be surprised how much easier feedback discussions become.

Feedback on Action

A business leader’s job is to create great teams that do amazing work on time. That’s it. That’s the job of management.If you and your managers build great teams, they will help you solve your toughest problems.While you help them focus on the most important work, many other distractions will melt away; the root problem of many dysfunctional teams is due to misaligned incentives and different visions. If everyone is moving in the same clear direction, and you’ve hired good people, you’ll be amazed how much better things will go.

The One Job Of A Manager

Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley. McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don’t fit the company’s emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR—annual performance reviews, retention plans, employee empowerment and engagement programs—often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability. Powerful will change how you think about work and the way a business should be run.

Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley. McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don’t fit the company’s emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR—annual performance reviews, retention plans, employee empowerment and engagement programs—often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability. Powerful will change how you think about work and the way a business should be run.

Patty McCord

Powerful

The lottery is a USD 70 billion industry.Financial and banking apps use this interest for the lottery and incorporate small ‘games’ inside their apps that encourage customers to make automatic investments and win prizes without hurting their principal amount.Though there is an amount of addiction associated with gamification, the concept is a positive implementation of an otherwise negative trait found in normal people: The thrill of gambling.

Winning The Lottery Every Day

Gaming generated USD 179 billion in 2020, making it more valuable than movies or sports. Gamers spend an average of 8 hours per week playing video games but another set of statistics show that more than half of all Americans are living on the edge, with no savings, even while being financially literate.

Good At Gaming Not Saving

Gamification works on our motivational levels, satisfying our psychological needs, and providing us with a sense of reward.The brain goes in a ‘neurologic immersion’ state where we crave more ‘variable rewards’ that are unpredictable, emotionally charged and engaging.Example: Scratching a virtual scratch card after making a payment and winning a small cashback releases feel-good neurotransmitters inside the brain, like oxytocin and dopamine.

Feel Good Chemicals In The Brain

It is 2021, and there is an app for everything. Now companies are trying new and innovative ways to hook millions to their app.
Many app makers, like those in FinTech(Financial Technology), are trying to boost the performance, engagement levels and ‘stickiness’ of the app by using gamification, where elements of video games are added to the app to make it feel thrilling and slightly addictive to the ‘player’.

Gamification Of Money Apps

<ul><li>App makers are infusing game mechanics and game experiences with their products to add a level of thrill and instant gratification(with variable rewards) and make the experience similar to a slot machine.</li><li>This helps increase engagement levels and people can save money while enjoying a game-like thrill.</li></ul>Social media, fitness, education, crowdfunding, employee training and even social credit systems now deploy gamification enhancements to lure more and more people.

The Lure Of The Game

Gamification is the process of incorporating elements of video games into a business, organization, or system, with the goal of boosting engagement or performance.Gamified personal finance apps aim to help people make better financial decisions, often by redirecting destructive financial behaviors (like playing the lottery) toward positive outcomes

We’re in the midst of a fundamental shift in leadership

Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do About It

Let It Go: Teaching a Micromanager How to Chill

It's time to
Read like a Pro.

Powerful

CURATED BY

We’re in the midst of a fundamental shift in leadership

Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do About It

Let It Go: Teaching a Micromanager How to Chill

It's time to Read like a Pro.

Powerful

CURATED BY

It's time to
Read like a Pro.