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10 episodes with perceptyx
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2 episodes with perceptyx
A Perceptyx survey revealed the bad boss behaviors that really repel employees. The survey's director says the resulting ‘icks' can have serious workplace repercussions.
Lisa Sterling, Chief People Officer at Perceptyx has an inspiring journey as a provocative leader and is passionate about using technology and artificial intelligence to drive leadership evolutions. Lisa shares her insights with Lee on the importance of embracing friction and discomfort in the workplace, the power of diverse teams in driving radical change, and the role of intelligent nudging in behavior change. We also delve into the fascinating world of AI and its potential to enhance interactions and elevate us to more creative and humanistic aspects of work. Lisa's story is filled with inspiring moments and valuable lessons, so make sure to tune in and unleash your leadership potential. Let's get started on this thought-provoking episode of The Unleashing Leaders Podcast! Additional Resources: Connect with Lee on LinkedIn Learn more about UnleashingLeaders Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Connect with Lisa on LinkedIn Learn more about Perceptyx
What are the barriers to inclusion? Gena Cox, the author of Leading Inclusion, discusses her book, these barriers, and how to build a real Culture of Engagement. Is belonging the right word for culture? Gena gives her perspective on this as well. Listen Here!Buy Leading Inclusion: Drive Change Your Employees Can See and Feel#SponsoredbooklinkConnect with Gena:WebsiteLinkedInGena's Bio:Dr. Gena Cox's nuanced insights and straightforward-yet-relatable style are why leaders seek her counsel. She is an organizational psychologist, executive coach, and speaker who blends research and real-world insights to help leaders enhance their influence and impact. Gena is the author of Leading Inclusion, an award-winning guidebook for building inclusive organizations from the top down. As a prominent voice on human-centered leadership, she guides leaders as they respond to evolving stakeholder expectations. Gena believes “diversity and inclusion” are nothing more than effective leadership and healthy work cultures. Her mottos are “Inclusion tops diversity“ and “Respect is the vital outcome all employees need to see and feel.”Before this, at IBM and Perceptyx, Gena advised leaders in the Fortune 500 and other large global companies to build psychologically healthy and engaging organizational cultures that drive business outcomes. And she held internal corporate leadership roles in organizational consulting and talent assessment, selection, and acquisition.Gena co-chairs the Awards Committee of the Society of Industrial and Organizational Psychology (SIOP) and is a member of the Society's 2022 Leading Edge Consortium Planning Committee. She is a member of the National Women's Hall of Fame 2023 Inductee Selection Committee.Gena's work has been featured far and wide, including Harvard Business Review, Fortune, Fast Company, Forbes, Business Insider, Market Watch/Barrons, Business Journals, BBC Worklife, Readers Digest, and The Telegraph (UK).Gena holds a Ph.D. in Industrial and Organizational (I-O) Psychology. She is a member of the American Psychological Association (APA), the Society of Industrial and Organizational Psychology (SIOP), and the Society for Human Resources Management (SHRM). She is an International Coach Federation (ICF) Professional Certified Coach (PCC).Support the show
On today's Digital Meetup, we talked about the Perceptyx and Hum acquisition and what it means for the future of the employee experience. Jess Von Bank and I were so excited to welcome Lisa Sterling, Perceptyx's Chief People Officer, to our live broadcast! Perceptyx is a top employee listening and manager effectiveness platform. Humu is a tech tool that uses science-based ‘nudges' to influence positive behavior change and improve business performance. With this acquisition, Humu is poised to solve a big challenge when it comes to employee listening. "Perceptyx will integrate Humu's extensive library of behavior nudges in its People Insights Platform, allowing organizations to deliver personalized nudges to both leaders and employees, customized to the behavior each individual or team wants to improve. Perceptyx will be the first company to enable a 'nudge' process that engages the entire workforce to take action and make work better," they shared in their press release. Our special guest, Lisa Sterling, is a listening expert exclusively focused on EX, with a deep portfolio of listening tech and intellectual capital. "This acquisition will change the game for Perceptyx, our people, our customers and their people," she explained.
Rippling the payroll and benefits software has announced the launch of Rippling Recruiting, a new applicant tracking system. With Rippling Recruiting, clients can approve new headcount, post requisitions to over 25,000 job boards, schedule interviews, and go straight from offer letter to onboarding in 90 seconds, all in a single system. https://hrtechfeed.com/rippling-launches-ats/ Perceptyx, the leading employee listening and manager effectiveness platform, has acquired Humu, a technology company that uses science-based ‘nudges' to influence positive behavior change and improve business performance. https://hrtechfeed.com/perceptyx-acquires-humu/ Yello, the largest end-to-end DEI and Early Talent Recruitment platform provider, and Abode, the leading early-career engagement and retention platform, today announce an innovative partnership bringing together two best-in-class technology solutions that have been proven to drive better results in early talent hiring. This strategic alliance delivers unparalleled capabilities for campus recruiting teams, introducing one solution that does everything they need, from sourcing to onboarding and everything in between. https://hrtechfeed.com/yello-and-abodehr-com-join-forces-to-launch-the-first-end-to-end-solution-for-early-career-teams/ Shares of Upwork Inc. UPWK, +32.40% rallied nearly 20% in the aftermarket Wednesday after the platform for freelancers narrowed its quarterly loss, swinging to an adjusted profit, and reported revenue above Wall Street expectations. https://hrtechfeed.com/upwork-reports-second-quarter-2023-financial-results/
Dr. Gena Cox, CEO of Feels Human, LLC, is an organizational psychologist, executive coach, and author of Leading Inclusion, an award-winning guidebook for corporate leaders who want to build inclusive organizations from the top down. Before this, at IBM and Perceptyx, Gena advised leaders in the Fortune 500 and other large global companies to build psychologically healthy and engaging organizational cultures that drive business outcomes. A noted voice on human-centered leadership, Gena helps leaders see that “inclusion tops diversity.”
Creating an environment where employees can deliver your company strategy and goals - and feel good about it - is crucial. It requires data, listening and some expert analysis. Lisa Sterling, the Chief People Officer at Perceptyx, has a few pointers on what to look for, what to listen for, and who to listen to, to create a healthy work ecosystem. Highlights [4:00] Employee experience as everybody's responsibility [5:35] Customer experience vs. employee experience [10:05] Where to start with employee experience [13:10] Listening strategy [15:30] “Listening” with data [20:10] Other ways to “listen” [22:58] Is it necessary to have an employee experience framework? [31:54] Working with all the key leadership stakeholders [37:26] State of Employee Listening Study [1:41] Getting comfortable with being uncomfortable Guest Bio Lisa Sterling, Chief People Officer, Perceptyx Lisa Sterling has been disrupting the business and HR landscape to create cultural and organizational performance excellence for the past 20 years. Lisa led one of the most radical cultural transformations for a fast-growing, high-tech company. She has now joined Perceptyx and is leading the growth and transformation of their culture, as well as serving as a thought leader to HR and tech professionals and global organizations as their Chief People Officer. She has navigated people and organizations through successful IPOs and served as an advisor, mentor, and coach to CHROs and up-and-coming HR leaders across the globe. She is also an angel investor, public speaker, and an ordained minister. Lisa's efforts and contributions have been recognized by top industry awards such as: TA Tech 100 Most Influential Thought Leaders Top 100 HR Influencer Top 100 HR Tech Influencer HRO HR Superstar Top Corporate Leader (over 35), and 300 Women in Tech Worth Watching. Links https://www.linkedin.com/in/lisamsterling/ www.perceptyx.com https://go.perceptyx.com/research-the-state-of-employee-listening-2023 We want to hear from you. Leave a review (5-Star would be nice!) on Apple Podcasts and add your question in the comment. We read every review and use them to choose topics, guests, and interview questions for the podcast. You can also reach out at podcast@hrmorning.com. If you love this show, please share your favorite episodes with colleagues and on social media. We greatly appreciate your support. Thank you for listening. Remember to subscribe and follow us so you never miss an episode! Voices of HR is brought to you by HRMorning.com.
In the United States, we have always lived with the history and realities of racism.Whether we have lived with it as an active part of our life or have had the privilege to ignore it and deny it, it has shaped our understanding of our country and each other. Since racism has always been a loaded, hot-button, triggering topic to discuss, many leaders have flatly avoided talking about it. Since the summer of 2020, however, organizations are realizing that this issue is not going away.Workers want organizations that are inclusive and equitable. As such, the avoidance strategy that has allowed leaders to manage this issue in the past is emerging as the biggest problem of all.Fortunately for all of us, Gena Cox has taken the time to think deeply about how to open the door to these important conversations.Listen in for compassionate, insightful, and practical advice to help all of us navigate conversations about creating inclusion in the workplace.Join us as we discuss:How the root cause of the failure of most DEI initiatives is avoidance driven by a lack of skills on the part of even the most well-meaning leadersHow respect is the opposite of grandstanding and is the foundation of our only viable path forward to create inclusive workplacesHow to have respectful relationships with your employees even when difficult conversations and decisions are neededResources Mentioned: Get Gena's Book: https://genacox.com/book/Grab Gena's script: genacox.com/scripthttps://www.linkedin.com/in/genacox/Click here to get your copy of Amanda's book, Great Work.About The Guest:Dr. Gena Cox, CEO of Feels Human, LLC, is an organizational psychologist, executive coach, and author of Leading Inclusion, an award-winning guidebook for corporate leaders who want to build inclusive organizations from the top down. Before this, at IBM and Perceptyx, Gena advised leaders in the Fortune 500 and other large global companies to build psychologically healthy and engaging organizational cultures that drive business outcomes. A noted voice on human-centered leadership, Gena shows executives how to stop using 2019 behavior to address 2022 workplace challenges.About The Host: Dr. Amanda Crowell is a cognitive psychologist, speaker, author, and coach focused on changing our perspective on the world of work. It IS possible to do Great Work—the work that calls to you from the inside-- without sacrificing your health, happiness, and relationships.Amanda is the Author of the book, Great Work: Do What Matters Most Without Sacrificing Everything Else, and the creator of the Great Work Journals. Amanda's TEDx talk has received almost two million views and has been featured on TED's Ideas blog and Ted Shorts. Her ideas have also been featured on NPR, Al Jazeera, The Wall Street Journal, Quartz, and Thrive Global.Thanks for listening!Thanks so much for listening to the Unleashing Your Great Work Podcast!If you would like to get automatic updates of new podcast edits, you can follow the podcast on Apple Podcasts or in your favorite podcast app.Leave us a tip to Support The Podcast!Leave us an Apple Podcasts...
32. Leading Inclusion (with Gena Cox) Dr. Gena Cox is an organizational psychologist, executive coach, and author of the new book, Leading Inclusion, a groundbreaking guidebook for corporate leaders who want to build inclusive organizations from the top down. Gena, CEO of Feels Human, LLC, has spent more than 25 years helping leaders build healthy organizational cultures and measuring employee opinions. Before this, at IBM and Perceptyx, Gena advised leaders in the Fortune 500 and other large global companies to build psychologically healthy and engaging organizational cultures that drive business outcomes. A noted voice on human-centered leadership, Gena shows executives how to stop using 2019 behavior to address 2022 workplace challenges In this episode: Gena shares insights, collected from years of experience, colleagues, and clients, about the lack of understanding of people who are different from us and how to bridge that leadership gap. She shares what she wants readers to take away from her new book, Leading Inclusion. Gena states what she believes is the biggest challenge organizations face with inclusion. Gena shares her best tip for leaders of teams to be more inclusive. She shares the first steps to bring more inclusion into an organization. Gena shares the legacy she hopes to leave behind and how she feels after writing her book. Gena's Book Recommendation is: Seen Heard and Paid To connect with Gena and learn more about her: genacox.com Links to Gena's Book genacox.com/book Thank you for listening to The Visibility Factor Podcast Check out my website to order my book and view the videos/resources for The Visibility Factor book. As always, I encourage you to reach out! You can email me at hello@susanmbarber.com. You can also find me on social media everywhere – Facebook, LinkedIn, and of course on The Visibility Factor Podcast! I look forward to connecting with you! If you liked The Visibility Factor, I would be so grateful if you could subscribe and rate it where you listen to podcasts! It helps the podcast get in front of more people who can learn how to be visible too! Thank you to the team at Sheep Jam Productions for the amazing support of The Visibility Factor Podcast!
In this episode of Beltway Broadcast, your Metro DC Chapter of ATD hosts Sarah Johnson. Sarah is the Vice President of Enterprise Surveys and Analytics at Perceptyx. She specializes in employee engagement, organization development, and effectiveness and survey data analysis—advising senior leaders at Fortune 500 firms around the world. Sarah is the author of Engaging the Workplace: Using Surveys to Spark Change. In this episode, Sarah explains why surveys became just another “check the box” task for TD Professionals to administer and employees to fill out and discuss how to execute surveys to support the people analytics program and drive organizational excellence. If you'd like to learn more about Sarah, checkout her LinkedIn profile. For more info about the Metro DC Chapter of ATD, visit DCATD.org. Episode Credits: Series Announcer: Julie Waters Hosts: Christina Eanes, Stephanie Hubka, Laëtitia Gnago, and Halyna Hodges
This week in HR technology: Perceptyx guides managers, HRSoft unveils PAYview and more in our weekly roundup.
The UN's Secretary General, Antonio Guterres, wants to see windfall taxes for oil and gas companies. He's accused them of 'grotesque' greed - but not everyone agrees. Some analysts believe ending the crisis is more about safeguarding supply. Alex Epstein is one of them. He believes the only way out of the current situation is to use more, not less, oil and gas. US President Joe Biden has signed a new executive order to make it easier for women seeking abortions. It's a pledge already made by some major employers. We ask whether it's the duty of big businesses to get involved in divisive political issues. Emily Killham, from US-based 'people analytics' firm Perceptyx, has some interesting data on how Americans feel. Ka-blam! The new 90-million dollar Batgirl movie has been scrapped before it hits the cinemas. Variety writer Cynthia Littleton tells us why it's been such a flop. Throughout Business Matters we're joined by Erin Delmore from the Wall Street Journal in New York, along with stock market analyst and Smart Investor co-founder David Kuo in London. (Picture: A gas-fired power station. Credit: Getty Images.)
In this, our final episode for the Adventures in Hybrid Work Season, we end strong with a great sit-down with people analytics innovator and Head of Talent Analytics & Transformation at Panasonic USA, Lydia Wu. It's the right last conversation for now on this important topic, we think, as Lydia gives us so much frontline reporting on the key issues we've identified in our conversations, like the importance of data and really listening to what your workforce actually wants in terms of return to office instead of what you think they want, which we've heard from others—but also topics we maybe didn't get so much on, like the importance of the DEIB factor in Hybrid, and what we should be doing for managers in all this, not just the main employee base. The fact that Panasonic—which really isn't just ‘the microwave people'—has such a wide spread of job roles, both desked and deskless, is also really important to think about. It all matters—and as Dani says in the episode, maybe it's time to stop saying ‘Hybrid Work,' because now it's all now just… what Work is?
In February last year, this week's guest, Phil Rhodes, Head of Learning & Leadership Development at WM--which you may now better as Waste Management, and who are the very helpful people who handled your garbage all the way through Lockdown—was not long in post when his suggestion of a coaching program was met with the observation, ‘Phil, trash companies don't do coaching.' Well, maybe they should all start, as the first rollout got a 96% approval rating with either ‘life-changing' or ‘valuable' level ratings. And as you'll discover on this episode, mentoring and coaching, at multiple levels, for both truck driver and regional manager, emerged as a transformational tool for the company. Was it just a way to get through the pandemic, or perhaps the key way Hybrid can be made to land for everyone? We'll make you listen to the episode to get the answer—but you'll not hate us for that, as along the way you'll get so much great insight on everything from the history of Southern Africa to new ways of thinking about effective frontline worker support. Warning: no, they didn't train new folks how to drive the big vehicles online. At least… tune in to find out more!
This week's guest is Michael Arena, who brings the unique perspective of leading talent development and management for not just major New Economy global brands like Amazon Web Services, but also stalwart Old Economy blue chips like General Motors and Bank of America. Along the way, he's also done serious research and training in network analysis and the power of social science to truly understand what's happening with today's corporations. That combination of frontline management and crisis response and a lens for viewing all our recent challenges in people practices, gives him, we'd argue, the right to be heard on what he thinks is really happening out there for both individuals (and especially a voice often left out of the Future of Work conversation, the leader) and teams as we progress through what he jokes is both, Dickens-wise, ‘the best and the worst' times to be in work right now. If you're still sceptical, a few minutes on his evidence of bridging and bonding social capital and its impact on the Hybrid Workspace we're seeing evolve around us will change your mind: and we say that as Data ‘Til I Die! converts. Social capital is a tool, we predict, that you'll soon be using as much as Michael is in his new role in Connected Commons.
If there's one word that sums up this week's episode, it's conscious listening. Yes, that's two. But it's actually the on-ramp to the real word we mean, and which is fast emerging as the theme of this Season 5 of Workplace Stories as it evolves: intentionality. That's because our guest--RJ Milnor, Global Head of People Analytics and Chief People Data Officer at Uber--says it was conscious listening and thinking by he and his team about the WHY of his company was asking people to work for them, as opposed to where, that helped him craft a working Hybrid Work policy that works. Which, of course, is also another way of describing being intentional about RTO. We love RJ's deep-thinking approach to these big questions--his commitment to listening to the people he's trying to help, his rigor around tools and data, his willingness to experiment and flex. And we think you will too--plus get some clues about how to start the road to unlocking the Hybrid Work puzzle box from today. Hint: get conscious listening… and then get intentional.
Today, we hear from an HR leader at the absolute heart of the Hybrid evolution, Dawn Klinghoffer, Vice President of the HR Business Insights team at Microsoft. Dawn's really helping set the agenda of what gets called in the show the ‘Pandora's Box' of workplace change the pandemic is sparking--which she sees, not as a source of trouble and confusion, as in the Greek myth, but as a way to get energy, meaning and empowerment placed at the center of every employee's experience. Pandora-like, though, the changes Dawn wants to see can spark fear and disruption--fears which she discusses frankly and openly, and which she also so brilliantly encapsulated in a recent landmark HBR piece. We also hear about her fresh thinking on people analytics, data, and the employee-manager relationship, as well as practical tips on making Hybrid start working in your environment. To us—and, we think, by the end of this 56-plus minutes—Dawn's work here is a great example of HR is really for: to help us all be the best humans we can be. Worth your time.
We've completed one sort of Odyssey (at least for now). Now, it's time for an Adventure. That's the message from our customary opening new Workplace Stories from RedThread Research Season scene-setter this week, where the guys reveal that our next set of engagements and learning from experts and practitioners in the world of HR and the future of work is the current supernova-hot topic of Hybrid Work. If you really are just out of your COVID bunker, we refer, of course, to the idea of how we might re-orient ourselves to a workplace where employee expectations about ‘presenteeism' have changed, a lot… whether they have that much really for employers, well—let's see. Also covered: how RedThread's working with its team and clients to make our own changes to support Hybrid. To set us up, a review of how powerful employees are right now on their side of their see-saw (for how long), some Intriguing guest names get dropped, starting with this week's co-dropping Episode 1, well-known HR Scholar and author John Boudreau, how this Season links surprisingly quickly with previous Workplace Stories surveys, and expected recurrent themes like the role both human diversity tech will play in all this as it unfolds. There's even a gag or two (you're going to love the one about printers), all putting us in the perfect mindset for the John episode deep Hybrid Work conceptual dive. Warning: the episode contains shock information about certification. Still not sure Chris has recovered.
Is it time to retire the concept of a job? Is it holding us all back—especially if we really want to make Hybrid Work a success? That's a new, and we think highly useful, concept from today's guest, author, academic and futurist John Boudreau. In the episode, John tells us how we want to move away from thinking about work as one job and job holder at a time and one degree at a time, to a system that allows the parts to freely connect, so tasks and projects can connect to atomized or deconstructed worker capabilities like Skills, which can be gained through an atomized set of things like experiences, partial degrees or credentials. John—a well-known HR scholar who's Professor Emeritus of Management and Organization and a Senior Research Scientist with the Center for Effective Organizations at the Marshall School of Business, University of Southern California—says his thinking here is that we've been using the wrong unit of analysis in ‘the job,' and that a new operating system of work is needed that should be instead be based on deconstructed elements of a role in terms of tasks rather than being based primarily on the job as the atomic unit of HR analysis. As you're about to find, this is all set forth in his new book with fellow researcher Ravin Jesuthasan, Work Without Jobs, whose top concepts we try and explore, like what it might be like to ‘melt' a job down to see what it's made of and who could do bits of it instead, as well as a very new way of thinking about ice cubes. We're so honored John agreed to be our lead-off guest for the Season, as we think it identifies many key themes and frees up some real opportunities for fresh Hybrid Work thinking we'll all find useful. Just be careful you don't melt while listening.
Session Title: Cultivate's AI-Powered Coaching Platform Now Part of Perceptyx Speakers: John Borland of Perceptyx and Joseph Freed of Cultivate Theme: HR Technology Follow John on Linkedin: https://www.linkedin.com/in/john-borland-0349831/ Follow Joseph on Linkedin: https://www.linkedin.com/in/joefreed/ https://www.perceptyx.com/ https://cultivate.com/ Learn more about our digital events and the people data for good movement: www.pafow.net To ongoing learning, creativity, and compassion for the human experience!
Interview with Sarah Johnson – Sarah is the Vice President of Enterprises Surveys and Analytics at Perceptyx. She is a recognized expert in the field of Employee Engagement, Organizational Surveys, and Strategic Human Resources Research. Also, Sarah is a popular speaker at HR and IO conferences, and an in-demand consultant for high profile clients and senior executives.
Perceptyx has just released a comprehensive analysis of its HR benchmark data, including more than 15 million respondents from 182 countries, and the findings are clear: the primary factors impacting your employee experience have changed. Heavily influenced by larger forces in the global economy, an increasingly competitive labor market, and our evolving definitions of a healthy workplace, it's important that organizations understand these dynamics, and adapt their strategy -- and their measurement models -- to remain competitive. In this episode, Emily Killham, Perceptyx's Director of Research and Insights and the report's author, will discuss the findings and explain: • Why the basics of people management are now table stakes for attracting and retaining top talent • The three primary factors driving EX now, and why they're likely missing from your current employee listening program • The steps HR and business leaders must take now to understand not only why employees are leaving their jobs in record numbers, but what's required to improve the experience of those who stay. Emily will also introduce an innovative, persona-based model for diagnosing the at-risk individuals and teams within your workforce, and the ways in which a modern, continuous listening approach can help you turn these insights into actions that help all employees thrive.
The world of work has changed dramatically, and to keep pace, organizations need to ensure their listening strategy is evolving as well. In this episode, John Borland, Co-Founder and CEO of Perceptyx, will discuss the growing mandate to move beyond the traditional, once-a year engagement survey in favor of a more agile, continuous listening strategy that allows leaders to stay connected to an increasingly distributed workforce, and engage employees in a collaborative, inclusive exchange of ideas that inspires action. John will also share examples of how leading global organizations have embraced this approach to use employee feedback as fuel to power high-performance and high rates of employee retention.
What defines an entrepreneur is what they do when they are told “NO”. Entrepreneurs get more competitive when they get rejected. They don't shrivel away or cower in the corner and quit. They want to know what they did wrong and why they were told no. They learn from the experience, improve on their failures, and move forward. To them, failure is never the end of the journey. This mindset is what separates entrepreneurs from everyone else. ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob
Cameron Herald is the bestselling author of several books including Meetings Suck and Vivid Vision: A Remarkable Tool for Aligning Your Business Around a Shared Vision of the Future. He is the former COO of 1-800-Got-Junk and in the six years he was in that position he brought the company from $2 million to $106 million in annual revenue and the company was named the #2 company in Canada people wanted to work for. Cameron is also known as the CEO Whisperer and he has coached a lot of leaders around the world. When it comes to looking for a coach, Cameron says leaders have to know what they are looking for because, “the world's littered with coaches right now. And you have to be very careful and understand what it is you're selecting.” Cameron focuses on the entrepreneurial operations, execution, and culture space. He teaches CEOs how to build world-class company cultures in order to propel growth. He compares business coaches with sports coaches and says just as you would have different coaches for strength, conditioning, mindset, health, etc...there are also different coaches for business-related skills and techniques. So make sure you know what you want to work on and seek out someone specifically coaching in that area. What is vivid vision and why is it so important for every leader When Cameron is working with a leader, he always starts with a concept called vivid vision. He has the leader lean out three years into the future and has them describe all aspects of their company as if they had traveled in a time machine and were walking around their company three years in the future--the culture, the technology, the operations, the marketing, etc… “I'm trying to get the CEO to visualize the company in its finished state. And then we can reverse engineer every sentence to figure out what to do to make each sentence come true. And then, much like building a home where you build the foundation, and you put up the walls, and then you put in the electrical and the plumbing, and then you put in the drywall, there's a formula for building out a business, in the same way you start with the foundational building blocks, and you grow from there. Many entrepreneurs get distracted by the big shiny object, right? Some, they just read something in a book, they want to do it now. But they forget about building the core basis of the business first.” Why three years? Just looking one year out, there wouldn't be enough change, it would be pretty similar to the present moment. And more than three years can be too far out to really wrap your head around, and too far out to really take seriously and get excited about. The vivid vision is the CEOs responsibility to create, roll it out, and get other people to buy into it. “If the CEO is very clear on where we're going, other people can figure out the plan to help make that come true.” Or for those people who don't buy into the vision, they can see that the company is not a good fit for them and they can find someplace that works better for them. What is the relationship between CEO and COO Cameron uses an analogy of building a home when talking about the relationship between the CEO and COO. The CEO is the homeowner who wants to build the home and the COO is the general contractor that is hired to take the homeowner's ideas and make the vision come true. “So the COO's job is to take the vivid vision from the entrepreneur, the CEO, and start crafting the plan and the team and the operational bench to then execute on that vision and make that happen. The COO's job is to reverse engineer the dream or the goals of the CEO.” As Cameron points out a good COO is trying to get more done with less people, faster. They try to make the business run more efficiently, they try to increase revenue per employee, and optimize processes. Whereas a CEO doesn't spend so much time thinking about those types of things. --------------- There are 6 trends that are transforming leadership forever do you know what they are and are you ready for them? Download the PDF to learn what these 6 trends are and what you should be doing about each one of them. These are crucial for your leadership and career development in the future of work! --------------- What is a Mind Map and how can leaders use them A Mind Map is a tool that people use to visualize tasks, words, concepts or items that relate to a central concept or subject. When it comes to creating a vivid vision you can use a Mind Map by writing vivid vision in the middle of the page and then draw off a few branches. Each branch will represent something like family, fitness, friends, fun, faith/spirituality, and travel, then you jot down ideas for each branch. For example, for the travel branch you might want to write that you want to live in different cities or live abroad or you want to learn a new language. For your family branch you might want to travel with them or make sure they get out of the house each day or learn a new skill together. And as you keep jotting down ideas it becomes a spider web of ideas. “That's the way I like planning things. It's the way I like visualizing a company or a business. Whenever I have a new project or a new idea, I tend to start with a mind map and then I take all of those ideas and I build them out into lists of bullet points. And then I just prioritize the bullet points and I just start executing off those. You know, if you were doing a mind map of your home, and we're going to build a home, well what might it look like? How much should it cost? What types of rooms are we going to have? How will the rooms be laid out? So you start describing it and then it gives you some basis for thinking through things.” What happens if there are people who don't agree with your vivid vision? Cameron gave an example of a CEO he worked with in Vancouver who went through Cameron's program and had created his vivid vision. He had an offsite day for all 100 employees at the company and at the end of the day he read his vision off to the employees. After reading out his entire vision he told them there are probably 15% of you who hate what you just heard, and that's okay. But now you know that this is the right time for you to quit and look for another company that you are excited about because this is where we are going in the future. About six weeks later 12% of his company had quit. A year and a half later that leader's company was ranked as the #2 company in British Columbia to work for. So not everyone will buy into your vision, but that just means that the company is not a good fit for them and it is their choice to buy into it or leave. It is better to be open and honest about where the company is going and have some people quit then to make it a mystery and have all employees confused about where the company is going. “There's people at Microsoft that would hate working at Google, I've been to both their head offices, they're extraordinarily different. They're as different as like a raspberry and a banana. You know, both are fruits. I happen to hate bananas, I happen to like raspberries. Now, you can't say I don't like fruit, I just don't like bananas. So you need to decide: do I like what they're offering? And if you're not clear on what they're offering, you really want to find out. You also really want to be clear on the vision of the organization. Right? Where are they going? Do I want to be a part of that journey? Or would I rather be a part of a different journey?” ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com
Empathy is one of the cornerstones of leadership. The first thing that you need to do to practice empathy is take a step back and learn to listen. Don't respond too quickly, take time to digest and process the information. The next step is to be aware of your emotions. Research shows that to practice empathy, you either need to be in a neutral state or the same state as the person who is coming to you. The last technique is taking the opposite perspective. Try to take the other person's perspective and argue against yourself a little bit. Try to challenge your initial assumptions. Practicing empathy will greatly improve your leadership and the employee experience in your organization. ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob
Jason Redman is a Retired Navy SEAL Lieutenant, motivational speaker, and the bestselling author of Overcome: Crush Adversity With The Leadership Techniques Of America's Toughest Warriors. Jason grew up in a family that was very patriotic and enjoyed serving their country, so he heard about the military early on and from about the age of 12 he knew he wanted to do special operations. There was something about the Navy SEALs and the fact that it is the hardest training in the entire U.S. military that piqued Jason's interest. People told him he would never make it, but that just pushed him even more to reach that goal. After he graduated high school he headed to Boot Camp. “SEAL training is legendary and it's difficult. And it's been that way from the very beginning all the way back in World War II. And interestingly enough, it's pretty much maintained the core of what that training was back then. And even today, SEAL training has a 75%- 80% failure rate. So attrition rate, almost 80% of the people that start SEAL training, don't make it through the majority of it, you know, don't make it because obviously, they quit. But then there's a large amount that don't make it for medical reasons. And then performance reasons, academic reasons. All these things play into a guy's ability to make it through training. And it is legendary in its difficulty.” How Jason's near-death experience led him to his current career Back in September 2007 Jason was part of a SEAL Assault Group in Iraq. It was a pretty volatile time in the war and they were conducting missions almost every night. On September 12 they got word that a senior Al-Qaeda leader was going to be in a specific location at a specific time and Jason's team launched a mission to go after that individual. But what they didn't know was they were walking into a very well executed Al-Qaeda ambush and Jason and his team were shot by multiple machine guns. Jason was shot eight times in his elbow and his face. His jaw was shattered, all the bones above one of his eyes were broken, he was severely injured and knocked out. His teammates continued to fight and got him out of there and he was sent to a hospital in the U.S. Jason remembers that in the beginning he was so overwhelmed. Doctors were giving him a ton of information about his injuries and treatment, at one point they thought they might need to amputate his arm, he was being fed by a stomach tube. He thought for sure his career was over and didn't know where he would go next. People would come visit him and they would talk about other people they saw throughout the hospital and what a shame it was, what a pity that we send them off to war and they come back broken and they'll never be the same. And Jason had a realization hearing those comments. He didn't want to be a victim and feel sorry for himself--he had been through tough times before and overcame them and he knew he had a choice. We all have a choice when faced with hard times--whether you are a salesperson, a doctor, a police officer, etc...humans are humans and we have a choice in how we react to situations in our lives. So he put a sign up on his door that said, “Attention to all who enter here, if you're coming in this room to feel sadness or sorrow, don't bother. The wounds I received, I got in a job that I love, doing it for people that I love, defending the freedom of a country that I deeply love. I will make a full recovery. What is full? That's the absolute utmost, physically. I have the ability to recover, and then I'm going to push that about 20% further through sheer mental tenacity. This room you're about to enter is a room of fun, optimism, and intense rapid regrowth. And if you're not prepared for that, go elsewhere.” He wrote that sign for himself, he knew in his time of darkness he needed to have a mission statement that he could focus on when he wanted to quit or was feeling down. It wasn't an easy journey, just because he made that statement doesn't mean everything was better from that moment forward. He had surgery setbacks, days of intense pain, infections, etc… But he always thought back to those words and pushed forward. In life, Jason says, you have to understand what your values are and what your mission is. That's what has to drive you forward. Jason's three rules of leadership While we can't control everything, we do have choices in life, no matter what role we are in. Jason teaches three rules of leadership when he gives his talks. He says it starts with rule number one, which is 70% of leadership is how you lead yourself. It's about your self-discipline, how you build structure in your life, how you build repetition and processes to get things done, how you are balanced as a leader. Leading others usually happens before you ever open your mouth. Rule number two is to lead others. After you are leading yourself and you know what your mission & values are, you can start leading others. It is important that you build trust, communicate clearly, and always stay on course. Rule number three is lead always. No matter what you are facing in life, as a leader you have to realize that you are leading. People are going to look to you as their example, so you have to step up and lead regardless of what you go through in life. Can resilience and overcoming adversity be taught? Jason has gone through a lot in his life and no matter what he keeps pushing forward and maintains a positive attitude. Leaders inside of organizations today need to have this type of mindset in order to overcome all of the challenges and hurdles that come along with this fast-paced, new world of work. But can this mindset be taught? While some people do have a higher level of resilience within themselves than others, Jason says it is something that can be taught and improved. It's taught through doing hard things. You have to get out of your comfort zone on a regular basis. If you are afraid of speaking in public, join Toastmasters. If you are afraid of heights, jump out of a plane. “Why? Because it forces you out of your comfort zone. And that's what builds your resiliency and your overcome muscles. I'll tell you what I try and tell people all the time, you cannot just click a switch and turn on an overcome mindset in a crisis. If you've never built one, it just won't happen. I don't care how much you read. I don't care how much you think you know about it. If you have not done some hard things in your life and built your overcome resiliency muscles, it won't happen.” The three Ps--how Jason stays focused on his goals One important part of leading yourself is having goals and building a structure that helps you stay focused on them. Jason has created the three Ps that help him stay on track and focused on his long-term goals. Narrowing it down to these three areas helps him move the needle forward a bit day by day instead of having huge lofty goals that seem way out of reach. His three Ps are: One physical goal--For Jason this is always about getting at least one workout in a day. But this could be any kind of physical goal. Maybe you want to do Yoga, or go for a walk outside, or play a team sport. One personal goal--To make sure he still takes time out to do something for himself Jason sets one personal goal a day. This could be having dinner with his family or calling his mom or balancing his personal finances. One professional goal--Every day he sets a professional goal to help him move his business forward. As a leader working on these things daily helps you lead yourself which in turn helps you lead others better. Jason says as a leader you should be an example of a good communicator, a good family member, an example of taking care of yourself physically and mentally, etc… “All these things are critical components of leadership, that if you're not doing them, if you are telling your people they need to have balance with their family, but you're not showing that, then they're going to slide out of that also, because that's how we learn. We emulate our leaders. And we value what our leaders feel is important.” ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com
In this episode, I talked with Nari Ansari, one of the general partners at TCV. We talked about lots of important topics in the HR Tech market, including: What makes HR Tech companies successful over the long run? How does TCV pick winners like LinkedIn, Facebook, HireVue, Perceptyx, and others? Why are sales and marketing so vitally important in the HR space? What should you do when the company struggles and what happens when you’re in the “cold part of the pool?” How should CEOs and entrepreneurs think about big fundraises vs. a series of small raises? Should you go deep or wide with your product strategy? When should you sell out to a bigger vendor? What consulting services are important sources of revenue? Some of the resources to look at include: HR Tech Companies: Is Raising More Money Always A Good Thing? Cornerstone Goes Private: It’s All About Growth PS: If you’re a budding new board member, angel investor, or entrepreneur please listen in. You’ll learn a lot.
Ever wonder why I tell stories in the talks I give? When someone asks me how I got involved with the future of work, I could give statistics and say, “13% of employees around the world are engaged and I had bad jobs working for other people, and now I'm doing what I'm doing.” Or… I can tell my coffee story where my excitement for being called to the corner office of a CEO was crushed by a cup of Starbucks … Which one do you think has more impact? When you think about great communicators, one thing they all have in common is storytelling. People have been telling stories since the dawn of time. It's why when you were a kid, you wanted your parents to read you a story before bed. It's why your kids now want you to read them a story before a bed. We all love stories. It's just part of being human. ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob
Simon Mainwaring is the bestselling author of We First and Lead With We: The Business Revolution That Will Save Our Future, which comes out in November. He is the founder & CEO of We First, Inc. and he was a finalist for Global Australian of the Year in 2015. Simon's first book came about after the global economic meltdown when he heard a speech from Bill Gates from the World Economic Forum. Bill Gates talked about how the private sector needed to play a bigger role in social change and that really hit home with Simon. He wrote his first book, We First: How Brands and Consumers Use Social Media to Build a Better World, to help companies rethink their strategies and practice capitalism in a way that produces profit but also benefits the planet and communities around the world. What is the future of work As Simon shares, prior to covid we had defined separation between work and life, but since the pandemic that line has dissolved. Work has infused our life and life has infused our work. We are now seeing people bring more of their whole selves to work. We have Zoom calls and we see people's children, pets, and house decor. Simon believes that as we go forward we will see even more blending between work and personal life so they are more seamless. Even though work-life balance has been a phrase used in the past, Simon believes there is no work-life balance, the balance has to be within yourself. You have to know what works for you and what gives you balance. Do you work better at night or in the morning? Do you work better in a coffee shop or in an office setting? “I think, you know, that balance is something that we all need to strive for in a sort of the inner state level. And once you do that, I think, you can show up meaningfully, when you're just hanging out and being social, and also you can really contribute on the work front. So I think the focus of the balance has to be within you, rather than sort of this false separation between work and life.” Simon has also learned from working in countries around the world. He says he has learned to work more lightly and not suspend his happiness until he reaches a certain level. “I used to be so anxious, and you're striving to get ahead and you think you can't be happy or successful until you've done X, Y, and Z. And I think it's a much smarter strategy just to realize that you're gonna put that effort in, but not suspend your happiness until you get there to just travel more lightly, take things a little less seriously. And, you know, have a little bit more fun on the way because I can't even remember things that I was worried about three or four years ago.” Trends Simon is paying attention to The world of work is changing a lot and there are a few trends that Simon is watching and paying attention to. The first one is the heightened and growing awareness of all of the challenges we are facing these days. You can't look at your phone, or your social media, or a newspaper without seeing what's happening around the world--floods, fires, species lost, political unrest, etc.... “I think we're all going through really tough times-- anxiety, stress, pressure, family, professional, whatever. And I think one of the challenges of COVID is I don't think any of us had carved out the time or the pressure hasn't stopped for us to actually process what's happening. And so we're carrying it forward into our work lives.” People are exhausted, burned out, anxious. One of the best ways that Simon has found to deal with this is to get out into nature. Go for a walk or a swim. Connect with something outside of a screen. Take time away from the news or do a full digital detox. Another trend that he is paying attention to is a positive one. We have seen stakeholders showing up for change more than in the past. Suppliers, CEOs, employees, and customers are all calling for a different way of doing business in a way that makes the world a better place. Everyone has a place at the table, which is different from what it was before. And the third trend he is watching is the connection between companies who make a great impact on the world around them and the profits they make. “These new market forces where, you know, the more a CEO or a company or its culture or its products, or its impact does good, the more people are buying its products, the more investors are putting money behind that company, the more they're getting listed on the stock exchange. And the nature of business itself is changing. And I'm actually very optimistic about that.” Three ways in which leadership is changing Leadership is changing in a massive way and Simon says there are three main ways that he is seeing it change. Leaders are allowed to be more human now--Over this past year and a half we have all gone through tough times, we are all just doing the best we can, including leaders. Leaders are now able to be completely human--open, honest, and real. We have much more inclusive cultures--The traditional hierarchy is disappearing and we are moving away from command and control. We also have more focus on justice, equity, diversity, and inclusion. Leadership is much more collaborative--Leaders and companies are working together to tackle the big problems of the world. Our problems are bigger than one leader or one company can solve on their own. Why Simon is doing a digital detox and the impact it's had on his life This past year and a half has been difficult for everyone. Not only have we had to be worried about the pandemic but we've been separated from loved ones, we haven't had holidays or celebrations, we haven't been able to have a social life. And so going through these tough times is hard enough without having to read the news and scroll through negative social media posts. Simon found that stepping away from news and social media, spending more time outside, spending more time with family, and focusing on his health made a positive impact on his mood and his outlook on life. “I think the digital detox is all really about protecting yourself against the assault of all the negative things out there, reminding yourself what's really important and good for your health and well being. And then committing to a course of action that will allow you not just to feel okay today, but sustain it over the long term because we're 18 months into this now, and who knows how long this is going to go on for. So it's been what's been working.” ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob
Jobs aren't like keys--You don't just lose them, they get taken away from you. Some people are worried about losing their jobs to technology, but what really happens is that their jobs get taken away because of technology. There are two ways this can happen. The first way is if the company consciously decides it wants to replace humans with robots and that it no longer wants humans running the organization. Thankfully, what we've been seeing is the opposite. We see organizations like Accenture that automated 10,000 jobs but didn't lose a single person. They upskilled all of their employees. The second way is if you let AI take your job. This happens if you just watch the world change and do nothing. You have to become a perpetual learner. You have to learn how to learn. You need to be able to apply those things frequently and do it quickly. You need to future-proof yourself. You can't rely on companies and educational institutions to teach you everything you need to know to be successful. ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob
Keith Ferrazzi is the bestselling author of multiple books including Leading Without Authority, Never Eat Alone, and his newest book, Competing in the New World of Work. He is also the Chairman of Ferrazzi Greenlight and it's Research Institute. Keith and the co-authors of Competing in the New World of Work conducted a huge research project to find out how organizations around the world were reacting to changes happening because of the pandemic. He says, “What we were looking to capture was a methodology and a roadmap on how the best and brightest leaders and organizations were reinventing their companies, reinventing their leadership style, reinventing their workplace, during the pandemic, in a way that would be sustainable, to allow us to meet the incredibly new volatile world that we live in.” This research resulted in the book and a methodology, called radical adaptability, that looks at four elements of leadership that are crucial for this new world of work. The radical adaptability framework There are four attributes that make up the radical adaptability framework that Keith lays out in his book, they are: Foresight: You have to get everyone in your organization to see around corners and to see risks and opportunities. It's one thing for an organization to have risk management and strategic planning, but you have to be able to turn those ideas and information into action. You have to make risk and opportunity identification part of your everyday work process so that everyone inside the organization knows how to foresee and adapt. Agility: During the pandemic we saw a lot of organizations do things they couldn't have done in normal times. Things that normally take months or years had to be done in weeks. The formal process of agility that is used for software development, project management, program management is very seldom used across the entire organization, but that's what we should be doing. You come up with what your next week's sprint will be, you go do it, and then at the end you assess it candidly and repeat. Companies need to find a way to sustain that method for the long term. Inclusion: It is critical that everyone inside your organization has a voice as getting people involved leads to innovation. The key is to figure out how to include people without slowing the decision making process down. Keith says the solution is synchronous collaboration so that everyone has a shot at getting their idea to the table, no matter how big the group is. And technology has given us the tools to be able to do this. Resilience: Leaders inside of organizations have to radically redefine mental well being in the workplace. It is important to help your people out when things happen and times get tough, but it's also critical to have a system in place to support your people at all times. If everyone is at full mental strength and capacity you have a more productive and engaged workforce. How to lead without authority Anyone inside of an organization can be a leader, even if you don't have an official title or people reporting to you. When Keith was in his 20s he was working at Deloitte, he didn't have authority or a leadership title, but through hard work and a passion for the CEOs vision for the company, Keith made a huge impression on the CEO and ended up getting moved to a CMO position. The CEO of the company wanted the company to be one of the best brands in the world. Keith went out on his own and did a huge research project. He went out and interviewed the head of marketing at multiple companies and then turned his analysis into a white paper. He turned the paper over to the CEO of Deloitte and he was shocked. And because of that initiative he was given a leadership position. Keith also shares that he ended up messing up at his next job because he went in with the wrong mindset. Instead of having the same humility, curiosity, passion that he had at Deloitte before he got a leadership role, he let the role go to his head and he went into the job with pride and overconfidence. He says, “I look at that, and it was shameful. And I see it happening all the time. I see executives leaning on authority to get things done and not co-creating the future of the business with their peers.” Leaders can't just come up with a vision and steamroll everyone to get them to buy into the idea. They have to show up with humility and share their vision with people, a vision that's not fully cooked up, and say to them, “let's go co-create something extraordinary together”. Lessons Keith learned on the golf course as a 10-year old At the age of 10 Keith had to go out and get a job to help out his parents and he ended up working at a golf course at the local country club as a caddy. His father advised him to show up a half hour early, and while Keith thought it was a crazy idea at the time, it ended up being a huge advantage for him. Because he was at work early he was there walking around and he would see how the greens were cut, which allowed him to read putts better. It helped him give his golfers a unique vantage point and he was able to make suggestions using this inside knowledge. One of the top golfers at the club had Keith as a caddy one day and because he helped her improve her score, she started asking for him every time she golfed. She started asking Keith questions about his own life and wanted to know what he wanted to do in life. After trying to avoid the question for a while, he finally gave her an answer. He told her that her dad immigrated to the US and had told Keith that being in America meant Keith could do anything, he could even be President someday. The next time she came to golf she had a local congressman with her who coached Keith, gave him suggestions on what to work on, and suggested that he join speech and debate. Through that mentorship Keith ended up winning the national speech and debate tournament, which was his ticket into Yale University. And all of that came about because of the advice he got from his dad to show up early. Keith says, “I did things other caddies didn't do, because I showed up at the golf course a half of an hour early. And the simple principle, which is true of leading without authority, if you're a leader in an organization, you've got to show up a half an hour early for your people, and then define who your people are not by org structure, but by who you need to work with.” ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob
Self-serving employees are those who are typically just in it for themselves. They don't care who they have to step on or what they need to do to climb the corporate ladder. There are a few ways to figure out who amongst your employees are self-serving: They are always blaming other people. A self-serving person will always try to make other people look bad to make themselves look good. They always take control of meetings. There's always one person who wants their voice to be heard, "My opinion is right, your opinion is wrong.” They are too competitive. Competition is great, but if you'll do anything to win, like lying or cheating, then it's taking it too far. If you have someone like this, no one will want to be a part of your team or organization. This episode is sponsored by Perceptyx. Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com.
Lorenzo Simonelli is the Chairman, President, and CEO of Baker Hughes, a $20 billion energy technology company with 60,000 employees in 120 countries around the world. Prior to Baker Hughes Lorenzo served as President and CEO of GE Transportation, CFO of the Americas for GE Consumer & Industrial, and General Manager, Product Management for GE Appliances, Lighting, Electrical Distribution, and Motors. It is a very different experience for leaders today than it was decades ago. With the advent of social media, sites like Glassdoor, Smartphones, etc...everything they do and say is out there for the world to see and they are constantly scrutinized and analyzed. As Lorenzo shares, unlike in the past, the role of a leader now is 24/7. He is aware of the constant feedback and analysis and says he is a humble person and he tries to do the right thing on an ongoing basis. He treats people with respect and leads in a genuine way. And so when people critique him it doesn't get to him as much, because he is comfortable in his own skin and he knows he is doing his best. He believes that as long as leaders are leading in a respectful and authentic way and as long as they are driving the company forward, keeping all stakeholders at the forefront, then after that you need to be comfortable and confident in yourself. Don't take criticism too much to heart. “I've always felt it was important to have a balance, and I will work hard. And I will always try and do the best thing at the same time. Like all other humans, you've got only so much you can do. And that's what I put into perspective as well. I don't have all the right answers. I don't know everything. But I'll always do the best for the company.” What it was like working with Jack Welch and Jeff Immelt at GE Lorenzo worked at GE in various roles for around 20 years and he had the opportunity to work with both Jack Welch and Jeff Immelt. He says working with both of them was a great learning experience and they had a huge influence on who he is as a leader today. He was able to see both of them in action and learned different skills from them. He shared a story of a time when he was conducting his first project for Jack and he had to give a presentation. At the time Lorenzo was around 20 years old and being that this was his first major interaction with Jack he was very nervous. He walked into the conference room and he was surrounded by Jack and other corporate staff and he began to sweat, he was so uncomfortable. When Lorenzo started to present Jack could sense his nervousness and immediately he said “Stop, stop.” This startled Lorenzo and he was confused. He had just started presenting, there's no way he could have screwed up already. But Jack wasn't upset, he said “With a name like Lorenzo and an English accent, you've got to explain your story before you start.” And that was the ice breaker that Lorenzo needed to be able to breath and calm down before continuing with his presentation. This is something Lorenzo has taken with him as a leader. It's an important skill to be able to read how people are feeling and to help them get to a place where they can shine. During the 2008-2009 financial crisis Lorenzo was leading a GE transportation business and because of the tough times he had to call Jeff and tell him that they had lost all of their volume. Lorenzo recalls Jeff being very understanding and telling him take what you can control and do what's right, at the end of the day that's all I can ask of you. I can't ask you to control externalities that you don't have a bearing on. Jeff was supportive and kind as a leader in a really difficult time, and that's something that Lorenzo has taken from him. Leading in tough times Making difficult decisions as a leader is never pleasant, but as Lorenzo shares, you have to be honest, drive the company forward, and make sure the company is going to be there when things get better. Lorenzo recalls something a mentor once told him and that is, “The worst thing you can do in a crisis is hide in your own office, because everybody is confused and the leader needs to be out there, and actually giving a direction and giving clarity.” Lorenzo has always approached a crisis as an opportunity to engage in a dialogue and build camaraderie. Your people have to understand the reasons behind the decisions you are making as a leader. You will not always be popular for the decisions you make, but people will trust you and respect you for keeping them informed and involved in the process. As a leader you also have to be comfortable with managing ambiguity, you can't look flustered. Lorenzo says, “People don't necessarily expect you to know all the answers. Clearly, the pandemic was something many of us were facing for the first time. And we had to be agile and navigate the pandemic. But if you provide a sense of ease, and a sense of just communication, and comfort, people will come along, and you will solve it as you go along.” He says the worst thing you can do is get flustered, because people will see that and they won't trust you to make the right decision. You may not know what to do in a given moment, but you have to stay calm, come up with a rational response, and communicate with employees. Get all the information you can, and then make the best decision possible. You may not always get it right, but you will be making progress and moving forward. Lorenzo's evolution as a leader There was a time in Lorenzo's career when he admits he was more of a command and control type leader. He thought he could do it all himself and he micromanaged people. But over time his leadership style has changed. The change has come about because he listened to the feedback coming from employees and peers and really taking it to heart. Listening is such an important skill to have as a leader. In order to truly take feedback and make changes you also have to be vulnerable and self aware. It's also critical to let people know you appreciate feedback so that they continue to give it in an open and honest way. Lorenzo's advice for leaders Now more than ever it is important for leaders to stand for something and to stand for what the company believes in. As a leader at an energy technology company, Lorenzo believes that Baker Hughes can really help reduce the carbon footprint and provide safe, reliable energy for people around the world. And that is something he speaks up about and something that he takes a stand for. Every decision he makes is based on that belief. He says, “I'll also say I think leaders need to be a voice for the underrepresented and also for the way in which the globe needs to continue to evolve. And that's why diversity and inclusion is so important. Because if we don't say it as leaders, then how will it evolve? And that's the best decisions we know, are made when you actually have variation and diversity of thought. And that comes through the D&I as well.” The speed at which things are changing in the world has sped up, and so leaders also need to be agile. You have to be able to move fast and pivot when needed. “We know the end goals, but how you're going to get there can vary day in and day out, and also different roads that you take. And we look at the external world, we look at what's happening, and we pivot accordingly. And so instead of it being one big marathon, it's actually short sprints that get you along that way. And that's the way in which we've been through this journey.” ------------ This episode is sponsored by my friends over at Perceptyx Perceptyx helps enterprises get a clear picture of their employee experience with a continuous listening and people analytics platform aligned to key business goals. With the industry's largest portfolio of survey types – including engagement, DE&I, lifecycle, 360 feedback, pulse, and more – now you can see not only what's going on today, but how to move forward tomorrow with insights and prescriptive actions for every level of the organization. Given our unique blend of technology, domain expertise, and ‘above and beyond' customer service, only Perceptyx makes all this possible. It's why 30% of the Fortune 100 already rely on Perceptyx and why 95% of the organizations stay with us year after year. Learn more or request a personal demo today at www.perceptyx.com ---------- Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com Let's connect on social!Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob
In this HCI Podcast episode, Dr. Jonathan H. Westover (https://www.linkedin.com/in/jonathanhwestover/) talks with Dr. Brett Wells about split views on vaccination and how data should inform how company leaders approach getting their employees back to work. See the video here: https://youtu.be/LptoxA1CKgQ. Dr. Brett Wells (https://www.linkedin.com/in/brettmwells/) is the Director of People Analytics at Perceptyx, Inc., helping clients connect the dots between their people data and business outcomes to make better decisions. For over the past 10 years, Brett has served as a consultant to leaders at Fortune 500 companies, including Amazon, ExxonMobil, AT&T, Citigroup, Delta Air Lines, and the Estée Lauder Companies, aiding in the creation and implementation of people analytics strategies and solutions. Brett received his Ph.D. in social and industrial-organizational psychology from Northern Illinois University. A recognized thought leader on emerging workforce trends, employee listening, and people analytics, he has published over 40 peer-reviewed journal articles, book chapters, and conference papers, most recently on data visualization in The Cambridge Handbook of Technology and Human Behavior. Check out Dr. Westover's new book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy. Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/
Interview with Sarah Johnson – Sarah has 35 years of experience in employee survey and analytics. Prior to joining Perceptyx, Sarah was a Global Survey Practice Leader at CEB. She also led the global organizational survey programs at both Eastman Kodak and IBM. Sarah is the cofounder and first chairperson of the Information Technology Survey Group (ITSG).
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