Podcast appearances and mentions of Noel M Tichy

There's no post-2020 workplace frustration quite like the words “remote work.” Whether you're an employee being forced back into the office, a boss that can't get their team to maintain productivity from home, someone commuting 50 miles three times a week, or you're someone in between — you probably have some remote work frustrations. That's why this week we're chatting with someone who helps companies deal with exactly those types of questions.    Vivek Nigam is the Founder and CEO of BeRemote LLC, which is focused on employee wellness, team engagement, trust and cohesion, and building a positive company culture in the hybrid workplace. Vivek has had a 30+ year career in technology and strategy roles dating back to his early days as a software engineer, leading to him founding a startup in the Washington DC area where he was the CTO and ultimately sold that company to AOL in 2000 for a positive exit.    Tune into the full conversation for more on some of the mistakes companies make when designing their remote or hybrid work policies, how to improve team engagement at your organization, strategies for increasing team cohesiveness (even in a remote environment), and more.    Here's a Glimpse of What You'll Learn:    More about Vivek's childhood, his father, and how that background inspired him to create his current company Some of the problems associated with the “return to office” that's been happening over the last couple years after the boom of remote work post-COVID How to strike the balance between the benefits of remote work, like lack of a commute, and the benefits of working in the office, like cooperation and quality time with your team The importance of “friendships at work” — and how to build them within your organization How to build the habit of team participation within a business The retention risk/reward of enacting remote work vs return-to-office policies  How Vivek measures success at his company, both in terms of qualitative and quantitative measurements The power of focus boosters, mindfulness minutes, and other daily habits that help improve both productivity and restfulness  Some of Vivek's top book recommendations, and how their principles can help today's business leaders   Resources Mentioned in This Episode:  BeRemote LLC website Vivek Nigam on LinkedIn “The Leadership Engine: How Winning Companies Build Leaders at Every Level” by Noel M. Tichy with Eli Cohen “Wellbeing at Work: How to Build Resilient and Thriving Teams” by Jim Clifton and Jim Harter Buy a copy of “Lost at CEO: An Entrepreneur's Guide to Strategy” by Carl J. Cox  40 Strategy Contact 40 Strategy Carl J. Cox on LinkedIn  

Listen to other episodes in the Chief Human Resources Officer Perspective series In our Chief Human Resources Officer Perspective series, Mary sits down with CHROs from around the world to uncover insider knowledge about navigating a modern career. The next guest in the series is Lisa Mulrooney Gross, CHRO of Fitbit at Google. In this episode, she discusses her inspiration for her career journey including balancing life and career, insider insights on growing as a modern leader, personal branding and the essential mindset for success. Lisa Mulrooney Gross is currently the CHRO for Fitbit at Google where she leads the people strategy for one of the coolest, most unique and innovative digital healthcare companies on the planet; Fitbit, recently acquired by Google. Lisa has been an HR leader for Bayer, Applied Materials, Tyco and has also been an entrepreneur. She earned her BA in Psychology from The University of California at Los Angeles and her MA in Organizational psychology at Columbia University. She is a Board Member for Girls Inc, is an avid outdoor adventurer and lives in California with her family. Resources mentioned in this episode * Control Your Destiny or Somebody Else Will by Noel M. Tichy and Stratford Sherman

Quote (Jan. 15, 2020): "Control your destiny or someone else will." (Noel M. Tichy)"Show me the right path, O LORD; point out the road for me to follow. Lead me by your truth and teach me, for you are the God who saves me. All day long I put my hope in you." (Psa. 25:4-5)Let us be intentional to follow after God's plan and purpose for us so we don't conform to this temporary world and its temporary vanities.

Dr. Noel M. Tichy is the Professor of Management Organizations at the Ross School of Business at the University of Michigan, he is the director of the Global Business Partnership, and for over a decade he ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies who partnered to develop senior executives and conduct action research on globalization in China, India, Russia and Brazil. In 2003 he launched the Global Corporate Citizenship Initiative in partnership with General Electric, Procter & Gamble and 3M, designed to create a national model for partnership opportunities between business and society emphasizing free enterprise and democratic principles. Tichy recently partnered with a variety of medical systems as well as the Boys & Girls Clubs of America to build a world-class capability for leadership development.

Dr. Noel M. Tichy is a Professor of Management & Organizations at the University of Michigan. He has been the director of the Global Business Partnership, and for over a decade he ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies to develop senior executives and conduct action research on globalization in China, India, Russia and Brazil. Professor Tichy is the author of numerous books and articles. His most recent book is JUDGMENT ON THE FRONT LINE: How Smart Companies Win by Trusting Their People with Chris DeRose, which is the focus of this interview. Tichy has long been regarded as a staple of management literacy has been one of the “Top 10 Management Gurus” by BusinessWeek and Business 2.0. Noel Tichy is a senior partner in Action Learning Associates. His consulting clients have included: Best Buy, GE, PepsiCo, Coca Cola, GM, Nokia, 3M, and Royal Dutch Shell.

In this episode of the 5 Leadership Questions podcast, Todd Adkins and Daniel Im breakdown the leadership book Profitable Growth is Everyone's Business: 10 Tools You Can Use Monday Morning by Ram Charan. In their conversation they discuss the following questions: What's the book and why does it matter? Overview of the book How applicable is the book to leadership in my church? What are things churches should ignore from the book? What can you do this week in light of the book? BEST QUOTES “When we think about church, a lot of people are obsessed with growth." "People started treating baptism like it was the finish line instead of the starting line." "Apply some of the findings in this book toward the growth of your ministry." "If you want to grow your church, you have to grow your people." "Improving productivity and increasing revenue are seen as two separate things, but in reality they are, in fact, inseparable for long term success." "Growth projects are not additional work, they replace a less productive part of their job." "We love starting things, we don't mind refining things, but it's really hard to stop." "We are not saying that profitable revenue growth is the goal of a church, but we are taking principles of this book and we are going to talk about how it applies to leadership in the local church." "We will not impact our community until we release the people to do the work." "I do think it's important to ask people questions until they ask you the question." "This is about making sure that the things that are growing, and the things that are most aligned with our purpose, are the things that are being fed the most." "It's not just about the number of people your church serves, it's about the depth to which you serve them." RECOMMENDED RESOURCES Pipeline 2018 Conference Profitable Growth is Everyone's Business: 10 Tools You Can Use Monday Morning by Ram Charan The Leadership Pipeline by Ram Charan, Steve Drotter, and Jim Noel The Leadership Engine by Noel M. Tichy The 80/20 Principle by Richard Koch The 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling    

Another area where compliance can play a key role is in succession planning. A.G. Lafley and Noel M. Tichy, writing in the Harvard Business Review, in an article entitled “The Art and Science of Finding the Right CEO”, discussed the issue of succession planning during his tenure as the Chief Executive Officer of Procter & Gamble (P&G). Many of the concepts and issues that Lafley discusses within the context of succession planning in general are applicable to the concern of compliance within this area. Lafley makes clear that succession planning is just as important as governance, enterprise risk and strategic oversight. In other words, it is just as important. Sadly, many companies fail to give it the attention it requires. Indeed, in a PricewaterhouseCoopers survey, cited in the foreword, nearly one-half of the more than 1,000 directors gauged reported dissatisfaction with their companies’ succession plans. Imagine what that number would be if they took into account the compliance aspect of succession planning.  Borrowing from Lafley, I have adapted his box for an analysis of some of the characteristics that should be considered in succession planning from the compliance perspective.    Personal Judgment Team Judgment Organizational Judgment Stakeholder Judgment People Personal judgments about overall compliance goals Judgments regarding your team members regarding compliance Judgments on organizational systems for assessing compliance with the organization Judgments about how to engage stakeholders regarding compliance Strategy Personal judgments regarding compliance in your career Judgments about how your team evolves in its compliance approaches as new compliance challenges arise Judgments about how to engage and align all organization levels in compliance Judgments in leading stakeholders to execute compliance strategies Crisis Personal judgments regarding compliance in times of crisis Judgments in how your team operates regarding compliance in times of crisis Judgments about how to work with your overall organization in compliance in times of crisis Judgments about dealing with key stakeholders regarding compliance in times of crisis  Lafley makes clear that succession planning does not begin at the time a CEO decides to retire. It should being at the time that a CEO is hired. This is to prevent a decision at the last minute or, worse yet, “to be left with effectively no decision.” As well as the process being started at the time of the hiring of a new CEO it must also fully engage the Board of Directors. Lafley provides several key points, all of which are applicable to the compliance component of succession. Lafley defines the criteria that the evaluation process is an ongoing, not episodic process. In addition to a “broad and deep pipeline of qualified leaders” the candidates should be put through a variety of roles. In the compliance context, this would provide an opportunity to review the initiatives and responses in several different areas. In addition to running large and small business units, such candidates should oversee several different functions, as broadly as the Chief Financial Officer  to HR.  In many ways, evaluating a compliance criterion is as much an art as it is science. However, Lafley states that a specific list of “must-haves” is appropriate. It is not as simple as whether there was a violation or not. It is broader than that calculus. Paul McNulty’s three Maxims for evaluating a corporate compliance program are: (1) what did you do to prevent it; (2) what did you do to detect it; and (3) what did you do when you found out about it? Compliance for the CEO candidate is more than the third prong. How did you inculcate compliance into the business unit that you are managing? What controls did you put in place? And then what did you do when you found out about it? Indeed Department of Justice Compliance Counsel Hui Chen, recently remarked about the importance of ‘facetime’ by a Chief Compliance Officer with a President or Chief Executive. Moreover the 2015, BNY Mellon’s FCPA enforcement action points towards the need to follow establish protocols, even in HR. If you have a process in HR for evaluation around succession planning, that process should be followed. If any exception is made, it is encumbent the exception be documented, justified, then reviewed and approved by an appropriate level of management.  Lafley defines this as “how the future might look”. You might explore a new geographic market with a candidate or a new product line, either of which might bring new compliance challenges. Being a part of a team to perform a risk assessment might indicate that new or different compliance safeguards need to be considered. Should monitoring, through continuous controls monitoring or other more sophisticated tools, be utilized as the compliance program evolves be considered?  Lafley points out that the choice of “a successor isn’t a done deal until the votes are cast and the announcement is made.” He advocates continuing to provide challenging projects, which would include those in the compliance arena, which can continue to provide feedback and guidance from the compliance perspective. As one division President told me “You are always being evaluated.” And so it should be. The selection of a new CEO is a substantial investment by a large company. Having the right person in the position from the compliance perspective is an important element in an overall evaluation. Remember - it all starts with the “Tone from the Top”.  Every time I perform a risk assessment and speak the company’s HR lead, they immediately understand the role than can play in moving forward a company’s compliance program. Even if the HR role is limited in the hiring process, they can ask potential candidates their views to determine underlying business ethics. HR can also begin the compliance inculcation process, even pre-hiring, by talking about the company’s values in the interview process. This sets an expectation that can be built upon if a candidate is selected and in every HR touch point going forward, including looking at employees in the succession planning process.  Three Key Takeaways Succession planning is just as important as governance, enterprise risk and strategic oversight Do not begin your succession planning when a senior manager announces their retirement. You are always being evaluated (or you should be).  This month’s series is sponsored by Advanced Compliance Solutions and its new service offering the “Compliance Alliance” which is a three-step program that will provide you and your team a background into compliance and the FCPA so you can consider how your product or service fits into the needs of a compliance officer. It includes a FCPA and compliance boot camp, sponsorship of a one-month podcast series, and in-person training. Each section builds on the other and provides your customer service and sales teams with the knowledge they need to have intelligent conversations with compliance officers and decision makers. When the program is complete, your teams will be armed with the knowledge they need to sell and service every new client. Interested parties should contact Tom Fox. Learn more about your ad choices. Visit megaphone.fm/adchoices

Dr. Noel M. Tichy is a Professor of Management & Organizations at the University of Michigan. He has been the director of the Global Business Partnership, and for over a decade he ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies to develop senior executives and conduct action research on globalization in China, India, Russia and Brazil. Professor Tichy is the author of numerous books and articles. His most recent book is JUDGMENT ON THE FRONT LINE: How Smart Companies Win by Trusting Their People with Chris DeRose, which is the focus of this interview. Tichy has long been regarded as a staple of management literacy has been one of the “Top 10 Management Gurus” by BusinessWeek and Business 2.0. Noel Tichy is a senior partner in Action Learning Associates. His consulting clients have included: Best Buy, GE, PepsiCo, Coca Cola, GM, Nokia, 3M, and Royal Dutch Shell.

Dr. Noel M. Tichy is a Professor of Management & Organizations at the University of Michigan. He has been the director of the Global Business Partnership, and for over a decade he ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies to develop senior executives and conduct action research on globalization in China, India, Russia and Brazil. Professor Tichy is the author of numerous books and articles. His most recent book is JUDGMENT ON THE FRONT LINE: How Smart Companies Win by Trusting Their People with Chris DeRose, which is the focus of this interview. Tichy has long been regarded as a staple of management literacy has been one of the “Top 10 Management Gurus” by BusinessWeek and Business 2.0. Noel Tichy is a senior partner in Action Learning Associates. His consulting clients have included: Best Buy, GE, PepsiCo, Coca Cola, GM, Nokia, 3M, and Royal Dutch Shell.

Dr. Noel M. Tichy is a Professor of Management & Organizations at the University of Michigan. He has been the director of the Global Business Partnership, and for over a decade he ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies to develop senior executives and conduct action research on globalization in China, India, Russia and Brazil. Professor Tichy is the author of numerous books and articles. His most recent book is JUDGMENT ON THE FRONT LINE: How Smart Companies Win by Trusting Their People with Chris DeRose, which is the focus of this interview. Tichy has long been regarded as a staple of management literacy has been one of the “Top 10 Management Gurus” by BusinessWeek and Business 2.0. Noel Tichy is a senior partner in Action Learning Associates. His consulting clients have included: Best Buy, GE, PepsiCo, Coca Cola, GM, Nokia, 3M, and Royal Dutch Shell.

Dr. Noel M. Tichy Professor of Management & Organizations at the Ross School of Business at the University of Michigan, is the director of the Global Business Partnership, which for over a decade ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies who partnered to conduct action research on globalization in China, India, Russia and Brazil. In 2003 he launched the Global Corporate Citizenship Initiative in Partnership with General Electric, Procter & Gamble and 3M, to create a national model partnership for opportunities between business and society emphasizing free enterprise and democratic principles. He recently has partnered with the Boys and Girls Clubs of American to build a world class capability for leadership development, and is currently partnered with two charter schools in Texas, Uplift Education & IDEA, to develop their leadership capacity.

Dr. Noel M. Tichy Professor of Management & Organizations at the Ross School of Business at the University of Michigan, is the director of the Global Business Partnership, which for over a decade ran the Global Leadership Program, a 36-company consortium of Japanese, European and North American companies who partnered to conduct action research on globalization in China, India, Russia and Brazil. In 2003 he launched the Global Corporate Citizenship Initiative in Partnership with General Electric, Procter & Gamble and 3M, to create a national model partnership for opportunities between business and society emphasizing free enterprise and democratic principles. He recently has partnered with the Boys and Girls Clubs of American to build a world class capability for leadership development, and is currently partnered with two charter schools in Texas, Uplift Education & IDEA, to develop their leadership capacity. Professor Tichy also conducts the LEADERSHIP JUDGMENT PROGRAM executive workshop at the University of Michigan His groundbreaking books include: • JUDGMENT: How Winning Leaders Make Great Calls o (with Warren Bennis) • THE ETHICAL CHALLENGE: How to Lead with Unyielding Integrity • THE CYCLE OF LEADERSHIP: How Great Leaders Teach Their Companies to Win • THE LEADERSHIP ENGINE: How Winning Companies Build Leaders at Every Level Named a top 10 business book author by BusinessWeek. He is co-author of EVERY BUSINESS IS A GROWTH BUSINESS (with Ram Charan) In addition, Tichy is also the co-author of CONTROL YOUR DESTINY OR SOMEONE ELSE WILL: How Jack Welch is Making General Electric the World's Most Competitive Company. Regarded as a staple of management literacy as noted by his rating as one of the “Top 10 Management Gurus” by BUSINESSWEEK. Tichy has served on the editorial boards of the Academy of Management Review, Organizational Dynamics, Journal of Business Research, and Journal of Business Strategy and was the founding editor and chief of HUMAN RESOURCE MANAGEMENT. Join Noel Tichy on today's show for an update and a year long perspective on leadership Judgement – the good bad and the ugly.