Ask anyone to describe the current post-recession economy and they’ll give a terribly unexciting answer: “sideways”, “sluggish” and “creeping upward”.   Ho-hum…

According to the Conference Board’s Global Economic Outlook 2012, annual growth rates in emerging/developing economies from 2019-2025 is predicted to hover just above 3%.  Another unexciting scenario.

So, where will we find economic opportunity? More than ever new growth will need to come from inside existing markets.  Innovation, customer intimacy and more creative ways of deploying capital are becoming more important strategic priorities.

And what drives these priorities?  Growth-oriented leaders who stimulate innovation, understand customers and somehow find a way to get things done. You recognize these people when you see them. They’re “Growth Junkies,” who relentlessly pursue the new and different but are grounded in business sense.  They constantly try new ideas, find different competitive waters to swim in, create high return for minimal resource investment and get people energized around innovation.  They break new ground without breaking too many eggs in the process.

In a sense, these growth junkies might be viewed as the new high potentials in this sideways economy.  Perhaps Apple’s Craig Federighi, the SVP of Software Engineering who is little known but impressed so many at Apple’s developer’s conference, is a prototypical growth junkie.  We’re sure that Mark Zuckerberg, who took a pounding from investors about their languishing stock at Facebook’s last Board meeting, would feel better if he had more growth junkies by his side.  Perhaps this sluggish economy will confirm what many of us in the organization development space have thought for years – that finding and keeping growth leaders is as critical to a company’s growth strategy than any capital plan, M&A transaction or other “strategic initiative”.

So how can companies large and small, from Apple and Facebook to high-tech start-ups, better identify and develop their growth junkies?  Here are some starter ideas:

1)       Redefine your beliefs about what “high potential” means. Think of high potentials as those who are truly capable of driving business growth, not those who exhibit generic “personal growth” potential.  Consider how adept they can become at innovating, finding new sources of growth, leveraging the organization and engaging people in the new and different.  These are the skills of high potentials in a sluggish economy.  Owens Corning CEO Mike Thaman prefers to call it “rate of growth”, not potential.   He’s on to something there…

2)       Fine tune your approach to identifying “Growth Junkies”.  By definition, assessing talent potential is less about one’s prior accomplishments, and more about the ability to apply past experience to a new, growth challenged economic environment. Companies like Korn/Ferry have assessments that measure a person’s “learning agility”.  These are good tools to help identify your growth leaders – especially those people who might be “under the radar”.

3)       Deploy growth junkies differently than “high performers”.  Your growth junkies are restless.  The Corporate Executive Board found that “Development by Manager” is the #1 factor in employee satisfaction for individual career advancement. Put your growth junkies into new and challenging assignments and give them room to run.  If you don’t utilize them, someone else will.

A sluggish economy calls for more exciting ways of finding growth.  Companies can leverage the assets already available to them by nurturing their ‘growth junkies”.   The key is to find out who they are – and keep them.

Peter Thies, Ph.D. is President of the River Group, LLC a management consulting firm that offers advice and solutions to executives leading transformational change.

Just in Time Access to Success Television’s Video Libraries

Use Success Television’s video of world-class leaders and coaches such as Marshall Goldsmith to engage and support your training concepts. Your participants will enjoy the videos (2-5 minutes each). The videos will boost their retention of your learning concepts.

21 business training video libraries let you select a business leader to show a particular skill. If you’re talking about risk, why not show Richard Branson or polar explorer Ernest Shackleton? If you’re wanting to motivate and increase self-awareness, why not show a video of Stephen Covey, the author of the perennial best-seller “7 Habits of Highly Effective People.”

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Read how one L&D professional used a video training to break the ice and get the collaboration going across five generations in the workplace >>

Squaring off on the other side, you have the Millennials and what they think of Boomers: “They don’t have a life. All they do is work.”

We’ve all heard these generalizations before. Now, layer on ethnic differences;  Koreans, Indians, black, whites, gays, straights. It can get downright confrontational, or at least difficult to communicate.

Korean-owned Mobis, an auto-parts supplier to Hyundai and KIA Motors employs 1200 workers in Alabama who are Koreans, Indians, black, white, gay and straight and probably other groups we forgot to mention.  It is here that training and development specialist, Akil Lloyd, has been tasked with training managers, workers and specialists on diversity and leadership.

Lloyd says Baby Boomers make up the largest group of workers at the Mobis Alabama plant, followed by the Millennials. His goal is to get them to understand each other’s point of view and to break down cultural barriers. He started offering a course twice a month using the video training, Please Respect My Generation, to break the ice. He made the course voluntary but found it’s becoming such “a hot class” that he now has to offer it once a week.

“Boomers understand that Millennials work differently. They don’t mind they’re on their phones or texting because they understand social media. Meanwhile, Millennials see that Boomers need to be self-sufficient, be well-educated and work hard.”

Lloyd says the video training, Please Respect My Generation, is an eye-opener, safely allowing his class participants to break the ice and increase cross-generational communication.

“I had one member of Gen X who had questions she wanted to ask an older worker from the “Traditional” generation, (the oldest work group.) She was hesitant to reach out, assuming he didn’t want to talk. (After all, the “Traditional Generation” is called the “Silent” Generation.) After taking the course and getting some coaching from Lloyd, she was pleased to find the older employee take the time to answer her questions.”

Lloyd says increasing communication and transferring knowledge is a key part of the company’s succession planning as older workers retire. And, to keep the young up and coming leaders from bolting , he’s going to start offering leadership development courses as well. These will also be voluntary and a way for employees to have a shot at a promotion:

“ Our training department is new to the company. We had many leaders who had never taken a training. We want to give more people an opportunity to take a training so that they have an opportunity at a promotion and can say they’ve taken the leadership or management development courses. We want to keep them here. It will save on recruiting costs and we can promote from within.”

But, first, Lloyd has to have enough time to create the leadership development courses. Right now, his time is gobbled up with the popularity of his cross-generational communication classes.

Now, isn’t that refreshing? 

by Lee Ellis

Edward Snowden Photo: The Guardian

As a former POW in the camps of North Vietnam, I think my comrades and I saw the purest example of leadership possible. Our senior leaders put their country and their teammates above their own wellbeing to fulfill their obligations under the law and their sacred trust of being a leader. In the camps, life and death were at stake, but all leaders hold sway over the destiny of others.

It seems as though we’re seeing the opposite example of good leaders highlighted in the media right now, and most of it relates to the government.

The disclosures of Edward Snowden raise so many issues of leadership and accountability, that it’s hard to know where to start. First and foremost, leadership requires wisdom and honor—wisdom to know what’s right and then the courage to do the right and honorable thing.

At first glance, it would appear that there was a lack of wisdom and accountability on all sides. Snowden clearly did not figure out a good way to handle what may have been a legitimate concern. A wise and courageous mentor could’ve helped him figure out a legal and proper way to address his concerns. Now, he will most likely be found to have broken the law and some accountability must come, less “every man will begin to do what is right in his own eyes.”

On the other hand, it appears that our government has found yet another way to overstep its legal and ethical bounds—the means justifying someone’s desired personal end for power. When this begins to happen toward our external enemies, it’s just a matter of time until it gets out of control internally and someone takes advantage of their power to try to wipe out their internal political opponents.

Witness the ongoing IRS scandal. It doesn’t take an honest political scientist long to project what kind of country we will soon be if the party that comes to power decides to use government to minimize their political opponents. Corrupt uses of power most likely will turn us quickly from our “fruited plain” into a “banana republic.”

We need honorable leaders, committed to doing their sworn duty of upholding the constitution, including not just the letter of the law, but the intent of the law. We need civil servants and political leaders who are committed to serving their country first, above their personal politics and personal ambitions. We need business and community leaders who will do the same in their spheres of work and influence.

Who will stand up and be counted? I’m standing, and hope that in the days ahead you will stand with me.

It begins by being accountable ourselves. It’s not easy or even possible without the help of others who can help us see wisdom. Do you have a team to help you clarify and then do the right thing to fulfill your responsibilities and duties in your job and as a citizen? Will you help me promote the message that we must do the “right” thing and that begins with obeying the laws of the land and putting our country first, and others before selfish goals and ambitions?

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Lee Ellis is Founder & President of Leadership Freedom LLC & FreedomStar Media. He is a leadership consultant and expert in team building, executive development & assessments. His latest book is called Leading with Honor: Leadership Lessons from the Hanoi Hilton.
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Article Source: Edward Snowden: the Whistleblower Behind the NSA Surveillance Revelation​s 

Halley Bock, President and CEO of Fierce, Inc, recently wrote about why honesty is so important to an organization’s long-term success on Software Advice’s HR blog, The New Talent Times. Bock cites a survey of 1,400 professionals conducted by Fierce, in which 70 percent of respondents said a lack of truthfulness negatively impacted their company’s financial performance. She said these findings support an earlier 2010 Corporate Executive Board study that found companies which encourage open communication and feedback experienced superior shareholder returns over a ten year period, outperforming others by 270 percent, 10-year total shareholder returns 1998–2008 of 7.9 percent compared with 2.1 percent at other companies.

Chief among the business benefits of open communication is the avoidance of fraud and misconduct.

So how can your organization ensure its success, while avoiding what some call, “terminal niceness”? Bock provides four strategies you can use at your organization to promote candor:

1. Be Current and Brief. Resolve problems faster by addressing issues as soon as they arise.

2. Don’t Sugarcoat the Issue. Don’t cushion confrontational situations with compliments or small talk. Tell colleagues or employees what’s at stake and review the steps required to address the issue together.

3. Keep Positives and Negatives Separate. Focus only on the positive or negative when it is warranted and don’t muddle the issues in a “compliment sandwich.”

Use a Social Networking Approach. Enjoy higher employee morale, improved productivity, better retention and increased bottom-line success through candid dialogue with managers, employees and coworkers.

Listening is one of those things that can look like it’s really easy and passive but it’s just the opposite. And, if you feel passionate about something or know “the answer,” it can be really hard to do. Just watch this funny video that drives home the point (couldn’t help myself):

Peter Bregman, a fantastic writer for the Harvard Business Review and leadership advisor to companies, recently wrote an article about this sorely needed, underutilized communication skill:

“Really listening can feel risky, which seems strange because listening doesn’t materially change anything. But sometimes you’ll hear things that are hard to hear.”

Like why someone is angry. Or, that your production schedule is about to go off the rails. Or, that your client really isn’t happy and not about to renew that big deal you were counting on.

You get the picture.

Listening is not about agreeing. It’s just about being silent or asking questions so that you understand someone’s communication. It’s about being fully present to listen without answering the phone or tech interruptions and, sometimes, (this can sound touchy-feely but Bregman says it works) it’s about repeating back what you heard to let the other party know you’ve heard them. He says it can actually “reduce the intensity” of having to take action because sometimes people just need to feel heard.

Sometimes listening alone can solve the problem.

According to 1,000 corporate directors, their companies are failing at effectively managing talent. And if that wasn’t bad enough, they rated their companies’ abilities to “leverage diversity” almost non-existent!  The survey was published in the Harvard Business Review.

Concerns about talent management  surpassed concerns over innovation, debt, technology, risk management, even competition.

This isn’t just a U.S. problem. Apparently, this is a worldwide problem.

How would your Board rank your company’s talent management effectiveness? Do you even know? While the answer might be harsh, the good news is that this is a golden opportunity to benefit from leveraging diversity. There’s a lot of upside. Now, that’s a silver lining.

“There is more hunger for love and appreciation in this world than for bread.” Mother Teresa (1910-1997); Founder Of The Missionaries Of Charity

We all like to be appreciated. It feels good when someone notices our hard work. And, while a boss doesn’t have to thank us for doing our job, his or her recognition builds morale and engagement.

Constant criticism does little to change behavior. In fact, it can have the opposite effect. A good employee who is trying his or her best can actually freeze.  Of course, you want to correct mistakes, just make sure that’s not all you’re doing. And, definitely, give positive feedback when the situation is corrected or you notice good work.

Like any habit, it takes practice. Try to give authentic appreciation daily and see what happens. There’s a lot to be grateful for. Are you thankful for the good things in your life, when things go well, the people who help you out daily? Appreciation is a mindset and an action. Use it.

Here are five ways to show your appreciation to employees and coworkers.

1. Praise something a coworker or employee has done well. Identify the specific actions that you found admirable.
2. Say ‘thank you.’ Show your appreciation for their hard work and contributions. And, don’t forget to say please often as well. Social niceties belong at work. A more gracious, polite workplace is appreciated by all.
3. Ask your colleagues or employees about their family, their hobbies, their weekend or a special event they attended. Your genuine interest – as opposed to being nosey – is just plain human. It causes people to feel valued and cared about.
4. Offer staff members flexible scheduling for the holidays, if feasible. If work coverage is critical, post a calendar so coworkers can balance time off with each other.
5. Almost everyone appreciates food. Take coworkers or staff to lunch for a birthday, a special occasion or for no reason at all. Let your guest pick the restaurant.

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Karlin Sloan is an author, speaker, impassioned CEO and founder of leadership development and executive coaching firm, Karlin Sloan & Company providing organization development consulting, training and executive coaching to clients in the U.S., South America and Asia. Find out more at www.karlinsloan.com. Take your RAW-Q today.

“Sticks and stones may break my bones, but words can never hurt me.”

This time-worn saying is false. For example, “a stone is thrown” when someone says, “I don’t care how you do it, just get it done!” With the phrase “I don’t care,” the receiver,  a co-worker, employee, colleague, is thwarted into a world of negativity that affects productivity and collaboration.

We all want to feel appreciated and valued for our contribution.

Would any of the following apply to you or a manager you know?  You’re too intimidated to have that overdue conversation so you utilize a form of ambiguity? You’re a manager whose style of managing is hands-off. This way you don’t have to suggest ideas that might offend, be misunderstood or be accountable.

Whether you’re a manager, human resource director or CEO, you are often required to engage in the awkward, elusive or tight rope conversations that require an element of courage. These types of “challenging” conversations test us in an uncomfortable way. Why? Because the exchange is more than just applying candor (a cousin to courage) or being brutally blunt .

If you can communicate more effectively with coworkers, you can reshape your work environment and produce the sustainable results you’re seeking. Muster the courage to try these nine simple courageous conversation questions and see if they recalibrate your approach to leadership:

1. “How do you imagine this project progressing?” This question not only engages but also decreases stress because the word “imagine” generates creativity and curiosity. People are more motivated to speak up and share their ideas, a known productivity booster.

2. “Is there anything else I can offer you?” and “Do you have any other requests?” Requests and offers allow people to open up and reveal the “chatter” in their head (and share what they really want). This provides transparency and removes any awkwardness, especially for those reluctant to speak up.

3. “What was your assessment about the big project we just finished for that client?” Be cautious with your tone. This means you take responsibility for how your language affects others. Your words are a part of your daily legacy—people remember them more than the action. Will you be remembered the way you want to be remembered?

4. “How do you envision accomplishing the task/results?” This question keeps passion alive and perpetuates retentive innovation.

5. Be direct and say, “I have expectations that you will do x,y,z.” Or, conversely, “What expectations do you have of me?”  This avoids the outcome of unclear expectations: wasted time that can’t be reclaimed from false assumptions and unnecessary tension in the workplace.

6. The founder of my Newfield Network coaching organization always opened our international conferences or local gatherings with “What’s cooking?” This question kicks off an understanding that it’s safe to share. This creates a “mood” for receptivity. How do you kick off a meeting?

7. “What do you see our next step to be?”  Using the word “our” in your question leads the client/customer to think of you as a partner when making a decision.

8.  “In retrospect, were there any red flags during our project/interaction that we were blind to?” First red flag warnings are everywhere. If you don’t stop and acknowledge the first one, you’ve probably slid blindly into denial. Denial is saying “no” to courage. Stop and reflect, when asked this critical question.

9. “What single task was your most significant contribution in completing this project?” This reveals the individual’s passion and what gives him/her self-fulfillment.

Comedian Lily Tomlin said, “If you can’t be direct, why be?” Think about what type of language you experience in your work environment and what you display. The words we choose can submerge us into negativity or elevate us to a different level of courage consciousness—and take our coworkers with us. That is the power of courageous questions!

Sandra Ford Walston is known as The Courage Expert and innovator of StuckThinking™. She is an organizational effectiveness consultant, speaker, trainer and courage coach.

She is the internationally published author of bestsellerCOURAGE The Heart and Spirit of Every Woman (2001), the follow-up book STUCK 12 Steps Up the LeadershipLadder (2010) and the recently released FACE IT! 12 Obstacles that Hold You Back on the Job (2011). She is certified in the Enneagram and MBTI®. Watch YouTube:FACE IT!  | Twitter  | Facebook
© Sandra Ford Walston

All Rights Reserved

Productivity suffers but also without thinking of the larger ramifications, a manager can lead employees to unethical behavior without realizing it.  Maybe it’s telling a secretary to lie when you’ve forgotten and missed an appointment with a client or your boss. Or, maybe it’s easier to steal software or media because it makes your job easier and saves the company money. Each action can seem minor but it starts a culture that we’re often reading about in the news.

Here are two Ethics in Business video trainings that show scenarios of how to react when faced with similar situations even when you’re crazy busy.

• L.E.A.D. with integrity: (For supervisor and managers) Shows 6 scenarios where leaders learn to support ethics and compliance.
• Act with Integrity: shows 12 of the most common scenarios that result in a breach of ethics.

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“So, I was driving along in my car and asked Siri to help me write an email message. She stopped me and said, “Whew, those were a lot of words. Could you put that into a few sentences?” Lois Zachary

For those of you who don’t know who Siri is, it’s an app on your phone that lets you use your voice to send messages, schedule meetings, etc. And, as the above quote demonstrates, it’s uncanny how it can help us to understand when we’re not communicating clearly.

Leadership author Lois Zachary writes about the eight effective communication skills she learned from Siri:

1. When you can’t listen, don’t. If you are in the middle of something important when a call comes in, don’t give the caller half your attention. Ask if you can call them back (or they can call you) when you can give undivided attention.

2. Demonstrate that you are listening. Give clear verbal clues that you are tuned in.“So what’s on your mind?” or, “I’m all yours, what’s up?”

3. Take notes. Keep a notepad nearby to write down key points, actions, recommendations and commitments. Let the caller know that you want to jot down a specific point so they don’t keep talking while you aren’t listening.

4. Don’t assume. If you aren’t sure what the caller meant, ask for clarification and check for understanding.

Read more for the other four effective communication tips. >>