BUZZ! e-Newsletter: October 2015
We are pleased to present the October 2015 edition of TLD Group Buzz, a free e-newsletter for our clients and consultants, distributed to subscribers quarterly. This edition includes TLD Group News, as well as brief summaries of cutting-edge issues and trends impacting executive assessment, development and organizational transformation.
As organization development consultants, seasoned executive coaches and academicians, TLD Group’s team strives to weave the latest trends in OD and HR into our customized client solutions.
TLD GROUP UPDATES
TLD Group News
We are pleased to introduce its newly designed website with enhanced functionality, design, and navigation. Our re-launch includes the introduction of our new logo as well as our new core service line for Boards of Trustees along with our other core leadership development solutions for executives, medical and scientific leaders, and teams. Click here to check out the website.
TLD Group’s article entitled, "Learning by Doing: Developing Physician Leaders Through Action,” written in collaboration with Gregory Mulford, MD, Medical Director of Atlantic Rehabilitation Services for Atlantic Health System, was featured in the September/October 2015 issue of the Physician Leadership Journal (PLJ). This article demonstrates how action learning was used to develop physician leadership competencies and created a culture of collaboration for Atlantic Health System. Click here to read the article.
Tracy Duberman and Lisa Bloom presented with TLD Group's faculty member, Kent Bottles, MD, at the American Hospital Association’s (AHA) Center for Healthcare Governance's Fall 2015 Symposium, “The New Landscape for Health Care Governance: Consumer-Centric, Outcomes-Focused, Value-Driven,” which took place in Chicago, IL September 20-22, 2015. Our presentation focused on “The Board’s Role in Holding C-Suite and Physicians Accountable in a Transformed Health Care Environment” and demonstrated key areas through which boards need to drive accountability with the C-Suite of health systems and provided strategies and best practice examples to do so. Please click here to access the presentation.
On September 30, TLD Group led a panel discussion at the ACHE annual Chapter Meeting in Atlantic City, NJ. Senior-level HR and learning executives, including Lori Feldman, VP of HR, EmCare and Reimbursement Technologies, Andrea Procaccino, Chief Learning Officer at New York-Presbyterian, and Audrey Wathen, SVP of HR at Jewish Home Lifecare, discussed best practices in staff retention, employee satisfaction, and employee engagement. Click here to access the presentation.
Tracy Duberman and TLD Group senior consultant, Kathy F. Bernhard, MBA presented a session on succession planning at The American Medical Rehabilitation Providers Association’s (AMRPA) 13th Annual Educational Conference and Expo, in Nashville, TN on October 14-16th. The session discussed the future of succession planning and offered tools for successful implementation within healthcare organizations. Click here for more information about the conference. To learn more about TLD Group’s Succession Planning Offerings, please click here.
LEADERSHIP DEVELOPMENT TRENDS
The search for outstanding talent to drive business results is a never-ending process and perhaps the most important strategy best in class companies strive to achieve. Yet, often times companies are faced with a “skill gap.” In her article in Chief Learning Officer, entitled “Close the Skills Gap – Once and for All,” Donna Wells notes that the skills gap is simply a misperception. While companies are seeking top talent, what they ought to be doing instead is developing talent. Wells suggests three crucial practices to ensure that your company’s employees are the best they can be:
- Change recruiting practices. Wells suggests an important mantra to follow when revitalizing your recruiting practices: Hire for attitude, train for skills. The importance of “soft skills” is often underestimated. The Association for Talent Development asserts that “a new hire’s attitude is a better predictor of long-term performance than hard skills.” For example, an individual with excellent creativity may be more desirable for your team than someone with experience because they can bring an innovative edge to the playing field.
- Invest in onboarding. After spending exorbitant time and resources on headhunters in an effort to find talent and/or selecting current employees for new roles, companies often foster the dangerous mentality that training is unnecessary. Onboarding is critical to the success of new hires and promoted executives because the vast majority will not enter their first day on the job with all the skills the job requires. Companies should consider allocating some resources from recruitment to reinvest in on-the-job skills training and organizational on-boarding.
- Provide ongoing training. A one-and-done training session is not enough to set up new hires and promoted executives for success – continuous development is key. Training beyond initial onboarding will ensure that employees remain sharp in an ever-changing workplace environment.
Certainly, talent management is a critical concern because companies seek to hire only the best and brightest the market has to offer. The best way to ensure your company is well-equipped with the best talent is to hire for attitude and develop new hires through skills and leadership training. Be confident that your newly-developed employees will rise to the occasion and fit the image of “skills perfection” you originally sought during recruitment.
If there is a discrepancy between the current actions and behaviors exhibited in your organization and those that will drive the company to its intended goals, now is the time to take a look inward and reflect on whether your organization requires a transformation. Undoubtedly, change has a long history of being met with skepticism and resistance. However, the most agile companies are those that have learned how to successfully manage change. In the Talent Management article, “Managing During Transformation” Paula Larson provides helpful suggestions about how to leverage your top talent in order to face transformation head-on and come out the other side a stronger organization than before.
The two most common enemies of successful transformation are lack of information and increased complexity. The goal of transformation is to create a streamlined approach and embrace uncertainty, rather than shying away from it. Transparency will help to drive results because it brings to light the critical issues that need to be addressed, which will allow all stakeholders to brainstorm effective solutions.
The key to driving transformation is the company’s understanding of the “gap between the present and future state,” where they currently stand, and where they aim to be. With this in mind, the company can enlist their key talent and develop the skills necessary to thrive in the face of uncertainty. It is important to identify employees who are aware of the challenges involved in the transformation journey and can embrace the impending changes. Offering these “change champions” key learning experiences, such as action-learning projects and continuous development opportunities, will foster growth and facilitate the transformation.
While facing change is no easy task – and will often be met with roadblocks to success at every turn – putting the right people in the right place and developing their strengths will be the key ingredient to a successful organizational transformation.
Please contact us for more information about how TLD Group incorporates these strategies in our customized training and development programs.
In the Harvard Business Review article, “New Managers Need a Philosophy About How They’ll Lead” Carol Walker recommends that individuals transitioning into a managerial position can adapt to the demands of a new role by establishing a clear-cut philosophy about the type of leader they set out to be. The leader’s philosophy guides decision-making and how ongoing challenges are handled. Most managers either lack a leadership philosophy, or base decisions on past experience, examples set by fellow leaders, personal opinion or a “gut-feeling.” Of all management philosophies, Walker asserts that a servant leadership approach to management leads to the best results.
Servant leadership is a somewhat misunderstood concept; it does not suggest a flipped role whereby the leader becomes the subordinate. Rather, servant leaders remove the focus from themselves and instead foster a more inclusive and collaborative environment in which the success of the organization and the team is placed at the center. Aligning to a servant leadership philosophy allows new managers to approach situations with openness to the input of others. Thus, actions will be a result of careful thinking instead of rush-decisions.
How do you learn to become a servant leader? First and foremost, you must realize that the employees work for the organization, not for you, and that your role is to “facilitate the relationship between each employee and the organization.” Furthermore, the managerial role requires constructive feedback to promote each individual’s success. In this case, being a “servant” leader means that it is your task to ensure employee growth. One way to do this is to align the individual’s skills and developmental needs with the company’s goals. Work assignments should be assigned to maximize employee impact and designed in a way that furthers their own success and that of the organization at large. This will also ensure employee retention because “an employee who believes her boss understands her strengths, values her input, and encourages her growth is likely to stick around for the long term.”
A servant leadership philosophy is an excellent alternative to the traditional approaches to leading, which tend to be self-serving and dominating. Directing efforts towards supporting employee growth encourages employees to contribute in meaningful ways to further the mission of the organization.
Please contact us for more information about how TLD Group incorporates these, and other innovative strategies, in our leadership assessment and coaching services.
Thirty CEO’s of profitable organizations were asked to give a quick peek into their daily habits that contribute to their success. Their quotes revealed these key insights:
- Establish a presence.
The last thing you want to do is be an “absentee” leader. Liat Zakay, founder and CEO of Donde Fashion, recommends attending as many meetings or events as possible. This will demonstrate that you are invested in the organization and not just meeting the bare minimum of what is expected of you. Furthermore, as Zakay notes, “you never know who you will meet or the advice you will receive.”
- Foster a “growth” mindset.
Several CEO’s suggest possible ways to further your skillset as a leader with these simple recommendations:
- Try one new thing every day. Raaja Nemani, co-founder and CEO of BucketFeet, constantly stretches his limits beyond his comfort zone. You will find that this opens many doors to opportunities and possibilities.
- Experiment constantly. Shake things up every once in a while, and try changing your own work habits to find your “sweet spot”. Whether it’s as simple as re-arranging your desk or test-running a new way of managing your team, always seek to improve the daily functioning of your work life.
- Stay informed about what’s trending. No, this doesn’t mean keeping up with the Kardashians, but rather keeping up with the latest trends in your field to stay afloat in a competitive marketplace.
- Use pictorial language to help people “see” the future. Rob-Jan de Jong, founder of Vongolo Consulting, makes an excellent point when he says that facts, figures, and statistics are insufficient to describe the future of the company. Instead, make use of visual and metaphorical language to paint a picture of your team’s end-goals and the steps you must take to achieve them.
- Be fair.
Treating your teammates with respect is crucial. If you expect the best from your team, follow the advice of Herbert Moore, co-founder and CEO of WiseBanyan, who challenges leaders to “set a positive example for your team”. This means making punctuality a priority, and ensuring that everyone feels that they are a valuable member of the team.
- Take care of yourself.
This topic was largely represented in CEO quotes. You can’t be a successful leader if you’re neglecting self-care! Many CEO’s recommend sufficient down-time, exercise, nutrition, and mental well-being (through yoga and meditation). Most importantly, make a conscious effort to foster an infectious positive attitude that will motivate all those around you. To quote Dan Teran, co-founder and CEO of Managed by Q, “Running a company is really hard, and every day is different, but having a bad day is a choice.” Choose positivity instead!
- Learn from others.
Create an environment for yourself in which you are surrounded by others who add value to your skillset. You can’t be the best at everything – says Matt Lautz, CEO of Corvisa – but you can learn from those whose skills and abilities complement your own. Embrace the input of others – engage your team in active conversation, idea-sharing, and thoughtful question-and-answer sessions to promote further idea generation.
- Stay organized
Perhaps the best way to keep organized is to start each day fresh. Follow the recommendation of Benjamin Habbel, founder and CEO of Voyat, who suggests filtering through your inbox and eliminating unnecessary junk. Keep a clear mind with a clear inbox!
- Keep calm.
And finally, when the going gets tough –don’t panic! Try to keep a level head even in times of great stress. As mentioned above, practice self-care strategies to decompress after a long workday, and start each and every day with a clean slate.
Please contact us for more information about how TLD Group incorporates these strategies, in our executive coaching services.