We’ve all been there at some point in our careers. It’s 4:00 pm on a Friday and you’re at your desk, watching the second hand creep slowly. You are waiting to officially close the door on a difficult, pull-your-hair-out week. It’s normal to have a bad day, a bad week, or even a challenging month at work. It is, after all, work. Unless you’re a professional taste-tester at Ben & Jerry’s, not every day is going to be a walk in the park. That’s without even considering the burden of brain-freeze caused by ice cream. But if you find yourself coming down with a ‘case of the Mondays’ every Tuesday through Friday, or singing “Everybody’s Working For The Weekends” on your tenth trip to the vending machine, this one’s for you.
The holiday season is here and it’s the perfect time to pause and give thanks for what we have. It is also a great time to recognize those that you supervise. Not just because it’s the right thing to do, but because, statistically, appreciation increases employee engagement and helps your team produce at a higher level.
You may recognize the title as a takeoff from the children’s book Alexander And The Terrible, No Good, Very Bad Day. In this great book, Alexander recounts all the things that went wrong during the day. In the most recent episode of Grey’s Anatomy, Dr. Bailey became Grey Sloan Memorial’s first female Chief of Surgery, and she experienced a similar horrible day. And as with Alexander, it was of her own making. But her day doesn’t end before she learns some valuable leadership lessons.
A robust job matching system helps leaders pick the best talent. In past posts, we outlined three significant reasons to use a robust job matching system within your hiring process.
- Poor hiring decisions are costly.
- Assessing skills and attributes of candidates makes investments in people more strategic. You will make investments in people who are likely to succeed in your organization.
- Objective skill gap analysis fine-tunes the selection process and saves time by filtering the applicant pool.
But, the value of a job matching system doesn’t end there. Job matching makes it possible to accelerate new hire performance by closing gaps. It does this by isolating the areas where development will offer the greatest return. Job matching makes development and growth specific and powerful for each employee. We all know that having jobs filled isn’t enough. And, even when job fit is strong, most employees do not meet every competency requirement. This is why onboarding and coaching to close gaps is important. People in the organization must grow and close gaps to remain competitive.
No doubt, hiring is one of the most difficult business activities to master. In our last post, we covered how Sagency uses science to get it right during hiring. Great hiring decisions are part art, part science. Yet, a majority of hiring decisions are made with only the “art,” or what many call gut instinct. The track record for those decisions is about 50-50. We don’t think 50-50 is good enough when we are hiring people.
Research suggests that most interviews do not provide enough quality data points to predict success. However, a robust interview added to a scientific job matching process can be enlightening and predictive of future performance. Here are four techniques for great interviews:
Too many companies are gambling with the acquisition of their largest expense and most valuable asset: talent.
Hiring the right talent has never been more important. Business success is dependent on talent. Effective recruitment, development, engagement, and retention strategies drive growth and profit. But hiring still is comparable to walking up to a craps table, placing a bet, and shaking the dice. It is exhilarating when we get it right, but it’s painful and costly when we get it wrong.
Strategic planning is a management activity that helps organizations clarify what it means and what it takes to win.
The strategic planning process wrestles with differentiating and directional questions such as:
- Why does the organization exist?
- How do we behave?
- What do we do better than anyone else?
- How will we succeed?
- Where will we be in five years?
In 2014, Webster’s dictionary identified “culture” as the most used word for the year. Here is our organizational culture definition: the shared beliefs, behaviors, practices, and values that define an organization. You can begin to define a culture by asking and answering the following questions:
- What do we believe?
- How do we behave?
- What are we relentless about?
Few people would disagree with the notion that culture is the key driver of the success of any organization. But, what makes up a strong culture? Here are six characteristics of a strong organizational culture:
Skilled coaching managers have never been more critical to the success of their organizations.
Recent research suggests coaching is the managerial competency most likely to separate top managers from average ones. Read how Google found this out and made great management a priority with their engineers.
Coaching conversations around an employee’s development are essential. Coaching helps remove barriers which drives engagement. Read more about why top managers coach their people here.
The key to successful coaching is the strength of the relationship between the coach and the coachee. However, another vital aspect is to identify a process or model that can be followed to achieve the desired outcome. A coaching model provides an underlying structure for your coaching. It is especially useful to the new or less experienced coaching manager.
A strong culture may represent the greatest competitive advantage a company can have in today’s market. Strong cultures drive performance and are a magnet for talent. Sustainable, high-performance cultures leverage coaching to motivate, develop, and engage team members and increase bottom-line performance.
Coaching is so effective for building high-performance cultures, we believe it should be top amongst required leadership skills for managers in every organization. We have posted in the past about the fact that most managers undermine performance and that top managers coach their people.