In current times, as our nation struggles to recover, strong leaders will exemplify three key attributes: Authentic communication, values alignment and strategic talent retention.
According to Moslow's theory, physiological and safety needs are core basic needs, more central than affiliation, esteem or career fulfillment. It is critical to create an environment of authentic communication and trust. People want and need to know truth, even if the news is bad.
Simply sharing information and listening to concerns builds trust. Additionally, leaders need to generate hope by leading with vision and realistic optimism.
The combination and balance of these engages and gains the commitment of team members, which is vital. Trust functions similar to a bank account. When we invest truth and hope, the return on investment multiplies.
Regardless of your political position, President Barack Obama's approach demonstrates authentic leadership communication. He has been forthcoming in terms of the crisis that exists, the amount of time expected to find solutions and the need for responsibility on the part of both top leaders and individuals.
Each time he approaches the podium, a potentially gloomy speech is transformed into a promise of hope. He engenders hope by referring to the work ethic, ingenuity and greatness of American people.
Whether expanding or facing cutbacks, the way you treat employees and customers will shape the future organizational culture. In making tough decisions, act consistently with the values you espouse.
It is important to honor people, commitments and processes. Where conditions mandate shifts in commitments and processes, do everything to over communicate. Make your messages simple and transparent. Let your team know you are looking out for them, as well as the business' success.
Any variation from your values risks long-term repercussions. It may be necessary to step back and not allow the immediacy and stress of the moment to lead to regrettable long-term mistakes.
If you are in a downsize situation, remember that it is difficult on everyone. Take a strategic approach.
First, are there any other options available, such as reduced hours, part-time working arrangements or establishing quarterly shutdowns? Look for opportunities to create wins.
If you do ultimately need to downsize, ensure that you analyze your talent strategically. Many organizations downsize whole teams or departments, which is rarely the best option.
Long-term viability depends upon retaining your best talent. I recommend doing a resource planning assessment to identify what you will need over the next two to three years and beyond. Then, use a competency-based assessment to determine what employees should remain with the organization, regardless of where they are currently working.
Leaders of today, we need to act strategically, respond carefully and communicate authentically. For more information, call Talent Journey at (760) 471-2703 or visit www.thetalentjourney.com.
According to Moslow's theory, physiological and safety needs are core basic needs, more central than affiliation, esteem or career fulfillment. It is critical to create an environment of authentic communication and trust. People want and need to know truth, even if the news is bad.
Simply sharing information and listening to concerns builds trust. Additionally, leaders need to generate hope by leading with vision and realistic optimism.
The combination and balance of these engages and gains the commitment of team members, which is vital. Trust functions similar to a bank account. When we invest truth and hope, the return on investment multiplies.
Regardless of your political position, President Barack Obama's approach demonstrates authentic leadership communication. He has been forthcoming in terms of the crisis that exists, the amount of time expected to find solutions and the need for responsibility on the part of both top leaders and individuals.
Each time he approaches the podium, a potentially gloomy speech is transformed into a promise of hope. He engenders hope by referring to the work ethic, ingenuity and greatness of American people.
Whether expanding or facing cutbacks, the way you treat employees and customers will shape the future organizational culture. In making tough decisions, act consistently with the values you espouse.
It is important to honor people, commitments and processes. Where conditions mandate shifts in commitments and processes, do everything to over communicate. Make your messages simple and transparent. Let your team know you are looking out for them, as well as the business' success.
Any variation from your values risks long-term repercussions. It may be necessary to step back and not allow the immediacy and stress of the moment to lead to regrettable long-term mistakes.
If you are in a downsize situation, remember that it is difficult on everyone. Take a strategic approach.
First, are there any other options available, such as reduced hours, part-time working arrangements or establishing quarterly shutdowns? Look for opportunities to create wins.
If you do ultimately need to downsize, ensure that you analyze your talent strategically. Many organizations downsize whole teams or departments, which is rarely the best option.
Long-term viability depends upon retaining your best talent. I recommend doing a resource planning assessment to identify what you will need over the next two to three years and beyond. Then, use a competency-based assessment to determine what employees should remain with the organization, regardless of where they are currently working.
Leaders of today, we need to act strategically, respond carefully and communicate authentically. For more information, call Talent Journey at (760) 471-2703 or visit www.thetalentjourney.com.