5 key recommendations from 53 Senior Executives for a successful journey towards sustainability asks:
What motivates small and large companies to strive for sustainable business models?
How do companies succeed in their sustainability journey?
How do leaders and Human Resources integrate sustainability in their strategy?
To explore these questions, a cross-sectional sample of 53 Senior Executives were interviewed from global companies, NGOs, and consulting firms. Drawn from the interviews are 5 key recommendations:
Deeply connect sustainability with your company's purpose
Embed sustainability in every strategic goal and boost its impact
Do not underestimate the whole transformation journey
Place collective intelligence and innovative collaboration models at the core of the transformation
The best business minds of our times have understood that people are critical to success.
A great HR leader is arguably still the most valuable person in an organisation. What has changed is the function of the CHRO role in today's age of disruption. On top of navigating the complex challenges of the labour market, the modern CHRO has to tackle critical issues such as changing demographics, the speed of change and the corresponding role of technology while also managing workplace culture and employee engagement.
Some of the more specific challenges facing today’s CHRO are:
Dealing with alternative workforce arrangements.
Creating effective teams when there are multiple generational cohorts.
The increasingly high-tech world of HR.
The good news is that boards of directors have and will increasingly view the CHRO as critical to long-term business sustainable success. However, as their role continues to rapidly evolve, CHROs will require new and broader skill sets that allow them to tackle the changes and challenges of today's disruptive times.
"Leadership: Moving Beyond The Crisis" is a complementary book series, specifically aimed at enhancing how leaders respond to times of crisis.
The books cover concepts such as how to come out of this crisis stronger, culture, leadership agility and learning, what makes great teams. Also included are essential skills to enable us to start having conversations about moving forward while taking appropriate actions.
Part One, Coming Down the Mountain, looks at how to come out of this crisis stronger:
The Three Stages of Crisis
Letting Go of Our Past
Following a Script From a Different Century
The New Normal
Coming Down the Mountain
Why Culture Matters
Next Steps
Appendix one: 3 X 3: Crisis, Culture and Change
Mindset Assessment: Will You come Out of This Crisis Stronger?
The Culture Conversation
Recognising, as we move forward, how important organisation culture is, Part Two outlines the Culture Conversation:
The Culture Carriers
Look, Listen, Learn
The Building Blocks
Culture Is A System
Is the Organisation Managing Its Culture?
What Makes the Business Special?
One Culture or Many?
Measurement
Strategy Versus Culture
A Team of Teams
Without Leadership You Ain't Got Much
The Orxestra Change Model
Culture Assessment
Leadership, Learning and Agility: The Way Of The Dolphin
Part Three explores the need for leadership agility and what that implies: Leadership Agility and Learning - The Way of the Dolphin:
Agility is a Way to Think
Bass and the Shark
Agility and Speed of Learning
The Way of the Dolphin
Conclusion
Assessment: How Good a Coach Are You?
Great Organisations Are Built Around Great Teams
Drawing on the reality that tomorrow's organisation will be a team of teams, Part Four examines what it means to be an outstanding team - Great Organisations Are Built Around Great Teams:
Who We Were is Who We Are
It's All About Culture
Organisational Lessons from Nature
The Organisation of Tomorrow
Building a Great Team
Team Assessment
When the Trees Get Bigger and the Forest Gets Deeper - It's Time To Sharpen Your Saw
Part Five moves beyond leadership as a philosophy and drills down into essential skills - When the Trees Get Bigger and the Forest Gets Deeper, It's Time to Sharpen Your Saw:
Are You The Leader They Need?
Assessing Your Organisation's Leadership Balance
If Ever There Was a Time to Listen - It’s Now
The Listening Tree
To Lead Is To Care
50 Ways To Say You Care - In a Covid World
If You Are Not Living Your Own Story, You Are Living Someone Else's
Resilience Assessment
Download your complementary copy of "Leadership: Moving Beyond The Crisis" from TRANSEARCH Downloads.
Karen Greenbaum, CEO of the AESC, identifies 4 key ingredients for an organisational culture that will thrive in a world different to what we have been accustomed to.
Facilitation is like skiing. Preparation, practice and picking the right line are essential
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Facilitation is like skiing. Preparation, practice and picking the right line are essential. In other words, know your audience, know the outcome desired, and introduce a facilitation approach (style) that best fits the situation.
John Burdett outlines four facilitation styles. One size doesn't fit all. A masterful facilitator sees the four approaches as a rich pallet of behaviours to be mixed, matched and blended as the situation demands.
Excellence in facilitation shares much with what it means to be an outstanding coach
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Few companies teach facilitation as part of their leadership development agenda. And yet, if we want collaboration, if we want to grow teams, if we want to challenge talent in a meaningful way … being able to get the best out of meeting of minds becomes pretty important.
Excellence in facilitation shares much with what it means to be an outstanding coach:
Humility
Conduct with a hidden baton but don't start to play any of the instruments
Come with a beginner's mind … be open to being surprised
Pass power to the participants
Ask great questions
Push for clarity around what the real issue is but avoid suggesting potential solutions
Listen, listen, listen
Summarise what has been agreed to
Push for objective action regarding next steps
Good luck on your next opportunity to facilitate. It is one of the most difficult but at the same time rewarding leadership skills. Remember, from a career perspective, bringing the best out of a group session is something of a forgotten art.
Organisations are facing a complex mix of talent management challenges in a world marked by talent shortage and digital transformation. The following research and analysis presents a set of key skills development tactics to help close the skills gaps.
The best business minds of our times have understood that people are critical to success. A great HR leader is arguably still the most valuable person in an organisation, but what has changed is the function of the Chief Human Resources Officer (CHRO) role in today's age of disruption. Darren Raycroft explains some of the more specific challenges facing today's CHRO.
