Crispin (Page 12)

Red Teaming

In: Leadership, Strategy

This article explains how to use Red Teaming as a way to develop contingency plans for any potential outcome. Based on experience from Operation Desert Storm, Retired Colonel Sean Hannah writes from his personal experience about how the US Army builds contingency plans referred to as Red Teaming and how you can leverage that is corporate leadership. How do you get a force totaling a massive 150,000 soldiers in strength to execute a substantially changed plan in stride, maneuvering divisions into new positions and directions of attack across an approximately 100-mile front, while maintaining coordination, synchronization, logistical support and effective performance? The US Army operates in Volatile, Uncertain, Complex and Ambiguous (VUCA) contexts where plans are not just likely to change but are expected to change. This thinking is highly applicable to any organisation dealing with VUCA, as most companies are right now during the pandemic. Red Teaming Process hasContinue Reading

In: Career, Human Capital, Leadership, Purpose

Technology is changing the meaning of work but Purpose, Potential and Perspective connect technology to humanity and shape the attributes of the Social Enterprise. This is all according to this years Human Capital Trends from Deloitte, which has been published annually for over a decade. The Deloitte Human Capital Trends Report is a weighty tome, (over 120 pages) and filled with rich insights that come from their consultants and partners all over the world. Accordingly my brief synopsis is just that – a touch on the key points that I observed while reading the report. If this interested you I would definitely suggest you read more in the full report (see link at bottom of the page). The article starts by reflecting on the fusion of technology and people into work and how that is continuing to shape the organisations. The authors begin that there are three bold shifts thatContinue Reading

In: Career

We all know the line ‘money doesn’t buy you happiness but it does come in a close second’. In this article the author uses research to identify the three things that ultimately will make you happier and more fulfilled than money. It is highly subjective and the article does recognise that anyone struggling financially is already dealing with significant stress, however if you have a reasonable income these three are actually worth taking a closer look at. Relationshipsbased on research by UC Berkeley – the article finds that a positive and nurturing relationship is much more rewarding than material returns. ExerciseA study by Yale found that regular exercise will make you feel as good as an extra $25,000 per year A Shorter CommuteThe University of West England identified that a 20% reduction in your work commute time equates to the benefits of a 19% pay rise. Synopsis of an articleContinue Reading

Goleman

In: Career, Career Development

The Hard Case for Soft Skills is the latest newsletter update from Daniel Goleman. Goleman first introduced us to the concept of ‘Emotional Intelligence’ back in 1995 with his book of the same name. The book remains high on the list of mandatory reading for MBA students and those interested in developing leadership skills. Goleman explains his model for Emotional and Social Competency (ESCI-360). He co-developed the model (ESCI-360), together with Richard Boyatzis. The model provides empirical evidence that Emotional Intelligence is the best predictor of workplace performance. The tool ESCI-360 (Emotional and Social Competency Inventory) has shown clear performance boosts from higher levels of Emotional Intelligence. The findings of the report include: Emotional Self Awareness is a solid foundation for Emotional Intelligence. Emotional Intelligence is a key predictor of leadership effectiveness. Leaders with high ESCI scores for Conflict Management are likely to create the most positive climates and haveContinue Reading

How are you?

In: Culture, Leadership

Its time to stop asking “How Are You” and have a real conversation, as Dan Rockwell points out that it is time to stop using condescending or out of touch questions such as: How are you? How are you doing? How are you feeling? No one has good answers to these questions and any response you get will be superficial. If you want to connect and have a deeper conversation consider these questions next time: Tell me what challenges are you facing What are working on that is taking most of your time right now Is there something that you are really looking forward to at the moment What is top of the agenda for you today Is there anything that I can do to help you right now As Ashley Fetters wrote for The Atlantic ““How are you?” is a mere pleasantry and not an honest inquiry in searchContinue Reading

FC - Rethink management

In: Leadership

It is time to rethink management, as the author Gavet starts this article explaining that she is a huge fan of formal performance reviews when they are done correctly. In the ideal world employees receive constant feedback on performance and continual development in areas they need to improve. However it hardly ever such an effective and constructive processes. In most organisations the feedback process is annual, some companies make the process quarterly but everybody is busy and managers often died or even avoid delivering any critical feedback. Performance targets are not always clarified and get out of date. The development conversations are normally more about what the individual can do for the company rather than how the company can build their skills and capabilities. Across the world companies are telling their staff that they can work from home for the foreseeable future. In a world where employees are working fromContinue Reading

In: Career, Innovation

Google and Telstra both Plan to Disrupt Learning and University Qualifications. While its not a new idea to train and accredit specific skills, Google’s recent announcement has people taking notice. That is because it is disruptive of the traditional career path from university or college. Its more accessible, it is faster and it is much cheaper to graduate. It is also providing qualifications that are recognised by over 50 US employers. “Nearly two-thirds of all new jobs created since 2010 require either high-level or medium-level digital skills” Kent Walker, Google SVP of Global Affairs 13th July 2020 The IT Certificate Employer Consortium includes US employers like Walmart, Hulu, Sprint and of course Google. It is an interesting model for building local skills and competencies. Google claims its certificate programs are “designed to help people land jobs at any company, across any sector”. Google have partnered with hundreds of schools and colleges acrossContinue Reading

wharton - rebuilding trust

In: Leadership

Leadership is a relationship that requires cultivation, influence comes from a wide variety of sources and based on respect. This article looks at the trust relationship between leaders and employees, citing recent troubles at Facebook, Google, Amazon, Target, Walmart and many more. Wharton adjunct professor management Greg P Shea offers ten steps for rebuilding trust in untrusting times. “We refer to a person who sets the direction for our travel as a ‘leader.’ We refer to a person traveling without followers as ‘a bloke out for a walk.’” Ten Steps for Rebuilding Trust Clarify your values. Determining what you stand for will provide a guiding star and help avoid common traps. As Malcolm X said, “A man who stands for nothing will fall for anything.” Identify who you want to be as a leader. Distill what being a leader means to you and how you wish to be seen as a leader.Continue Reading

In: Leadership, Virtual Teams

This article is written by Raj Jana founder of the JavaPresse Coffe Company and he explains what he has been doing to keep the company culture going now that everyone is working from home. He proposes three specific tactics to help keep the culture alive through the virtual meetings. Nurture a meeting culture to connect employeesStructure your meetings in a way that amplifies the connection between colleagues, enable them to use the time to connect in a regular way. Establish a regular schedule for team meetings that doesn’t change, to provide a sense of stability. Give every employee the opportunity to speak, its not about the leader presenting and everyone else listening you need to engage. A good tip is using a Monday meeting to set the week’s intentions and a Friday meeting to reflect on any key learnings as a team. Mandate employee shoutoutsMake recognising individual performance part ofContinue Reading

Inc. Macan Deve

In: Career, Strategic Mindset, Values

This article is based around an interview with Donna Hager, CEO and founder of architecture and engineering firm Macan Deve, she built her senior career as an VP engineer working for the world’s largest construction company and then she left. She started her company in 2015 based on some very different ideals, a construction engineering company owned by a woman, initially hiring senior people part time who didn’t want to retire. “I ended up hiring more senior people who didn’t want to retire, and I hired them part time, as needed. These were the smartest people I knew in engineering and infrastructure. I got great quality and we got little jobs. Finally, people were believing in us, and then I could hire some full-time people, and they got mentored by the more senior ones.”  Donna Hager The companies mission is to ‘eagerly explore new communities and different ways of thinking and beingContinue Reading