01/24/2020 – ReSolutions Weekly.

01/24/2020 – ReSolutions Weekly.

You can acess
1. the summary of the selected articles offered after the summary
2. the  full text of articles  by clicking on the name of their authors.

If you wish you can also access this issue in PDF format

 

In summary this week

Undertake

1. CEOs should be Chief Enablement Officers.
2. Innovate for whom ? And why ?
3. There’s still time to become who you were meant to be.
4. How to excel at both strategy and execution.

Transform

5. Teleworking: what if management (finally) drove performance rather than control?
6. How far can office assessment go?
7Why employees need both recognition and appreciation.

Progress

8. When excess self-confidence is an asset, and when it becomes a handicap.
9
. How you can develop and promote your personal brand.
10. How not to be boring.

 

Synthesis of the selected articles

1. CEOs should be Chief Enablement Officers.
(Stanislas Sheksnia, 01/2020)

RéSolutions Hebdo du 24 janvier 2020. CEO - Chief Ennabler Officer

Leadership is about energising people rather than issuing orders.

The days of the CEO who knows everything, makes every decision. Today’s knowledge workers have superior technical skills, and technology has made information accessible to all. In management, as in other fields, collaboration has long since replaced individual genius as the principal source of creativity.  Trying to apply the old model of determining strategy in the corner office and issuing orders is simply inefficient today.

From “Commander-in-Chief”, the CEO has become “Chief Enabler of the Organisation”. His or her role is to enable other employees to perform. Enabling leaders believe that their employees do not need parental guidance to make choices, that they are professionals, better than anybody else – including the CEO – at what they do, want to do a good job and continue learning. Such employees don’t need to be directed, just helped to perform at their best. Like professional athletes, they do not need their goals and the ways to achieve them to be developed by a more senior person. They simply need assistance in mastering their own practices and achieving goals through the creation of a productive environment and emotional support.

Some specific practices allow it:

Reducing uncertainty.

Encouraging collaboration and removing organisational barriers.

Creating productive employees’ autonomy.

Supporting but challenging.

Educating.

Staying in touch with the business and the outside world.

Role modelling.

2. Innovate for whom? And why ?
(Romain Marcel, 15/01/2020)

RéSolutions Hebdo du 24 janvier 2020. Innover pour quoi et pour qui ?

The race for innovation is not necessarily the race for quality.

Quality depends on the reliability of the product or service, but also and above all on the experience offered to the customer. However, it is based on three major foundations: simplicity of use, real benefit for the user and personalization. In a context of marked hyper-competition, companies must consider experience as their sacrosanct Grail, without which they cannot claim to innovate sustainably.

From product to experience: the customer at the center of the organization. Many companies have for too long considered that it was possible to divide their consumers into coarse segments, or even to address all of them in a single speech. In short, they were slow to ask the only valid question: what are my customers waiting for?

The companies that are most successful today have organized their structure from the end user and have the main priority of meeting their expectations – or even anticipating them. This is the case of an Amazon or a Netflix, but also of a Decathlon, which co-creates the sports practices of tomorrow with its community.

Singularity in common. Today, for the consumer, quality is experience. It is important for the company to maintain a qualitative and individualized relationship with its stakeholders! This is where digital transformation comes into play: mass customization is not possible without tools designed to adapt to protean demands and improve the management of quality processes throughout the production chain.

3. There’s still time to become who you were meant to be.
(Jo Procopio, 12/23/2019)

RéSolutions Hebdo du 24 janvier 2020. Become what your are meant to be.

Entrepreneurship is one way to get there.

No matter what you do, where you do it, or who you do it for, you still have the time, the talent, and the resources to become exactly who you were meant to be.

Don’t let failure change your path. Overcome it by doing whatever your heart tells you to do next. There is no one sacred path to success. the best entrepreneurs have one of two things in common, may be both:

1.They spent an entire career doing something they loved at first, but always felt handcuffed by whatever it was that made them go out on their own.

2. They failed, at least once.

It doesn’t matter what you do next, as long as  you believe it’s the right thing for you to do.

Start down your path right now. Figure out what you want to do and start doing it. What you think you want to do will change a dozen times before you get too far, but it’ll never materialize if you don’t get started.
Time is not running out. 
Entrepreneurship is not a career. Youth is not a requirement. The average age of the first-time entrepreneur is somewhere between 35 and 45, depending on what study you believe.
It’s just not the right time.  There is never a good time to start a company. .But opportunity doesn’t call ahead to see if you’re dressed before it knocks.

4. How to excel at both strategy and execution.
(P. Leinwand, 11/17/2017)

RéSolutions Hebdo du 24 janvier 2020. Excel at both strategy and execution.

For decades, we’ve often thought of leadership profiles through two tyes : the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. According to a PwC’s survey ,only 8% of company leaders were said to excel at both strategy and execution.

We need leaders that can create big promises to customers, and help their organizations deliver on those promises.

These leaders deeply value the connection between the two skill sets. In fact, they see them as inextricably linked, since a bold vision needs to include both a very ambitious destination and a well-conceived path for execution that will get you there.

Developing a bold but executable strategy starts with making sure leaders have addressed the questions of “What are we great at?” and “What are we able to achieve?” rather than coming up with lofty plans and asking functional and business-unit teams to do their best to execute.

The budget process is one of the most important tools in closing the strategy-to-execution gap.

Eventually, motivating individuals is a hugely underleveraged tool to close the gap between strategy and execution (28% of employees said that they feel fully connected to the purpose of their organization).

5. Teleworking: what if management (finally) drove performance rather than control?
(Gabriel Lamas, 14/01/2020)

RéSolutions Hebdo du 24 janvier 2020. Télétravail. Le management de la performance et pas du contrôle.

Teleworking is gaining ground and is forcing companies to reorganize by rethinking the role of management. Because distance requires moving from control management to performance management, thus creating value for organizations and employees.

Remote management, what differences?

Telework involves calling into question the manager in the exercise of his role and functions.

Goodbye technical expertise. Remote management is a full-time job. The manager will therefore have less time to devote to the part of his technical expertise.

Goodbye to information literacy. With distance, the manager can no longer control and control all the flow of information within his team. It must become the « exchange facilitator », and streamline this data flow as much as possible.

Goodbye permanent availability and disorganization. He will have to choose the best slots to meet his teams, and therefore, demonstrate an organization like no other.

This reorganization is of major interest: no longer acting reactively, but proactively. And that changes everything ! He must maintain a strong sense of belonging, ensure the harmony of practices, adopt effective procedures and clarify the role of each member of his team by making them responsible.

This is how this new manager builds, for the benefit of the company, a collective and proactive intelligence.

6. How far can office assessment go?
(Judith Chetrit, 06/01/2020)

RéSolutions Hebdo du 24 janvier 2020. Jusqu'où l'évaluation peut-elle aller ?

 

From start-ups to large groups, forgotten, the simple individual interview! Now everyone scores everyone, from N + 1 to ordinary colleagues.

Apps and software of all kinds facilitated this collection of information, why would the directions be deprived? We are witnessing a festival of initiatives.

Some examples, some surprising:

At Sopra Steria, employees have been classified (according to a « development potential » from A to D ..) without their knowing it. Since then, management has put all of this in order, but this case will recall an essential right: any employee can request from human resources access to all the documents which concern him …

At Capgemini and Mazars: the race for feedback. Employees can, via the Perform platform, permanently request or receive nominative feedback from their colleagues to support a promotion request, for example.

The bonuses of Allianz managers depend on the opinions of the N – 1. on 4 key attitudes are evaluated: collaborative leadership, entrepreneurship, integrity and trust as well as the customer and market experience,

As a reminder, the Labor Code stipulates that the assessment must only assess professional skills. Behavioral feedback should be directly related to the job and be objective.

7. Why employees need both recognition and appreciation.
(Mike Robbins, 11/12/2019)

RéSolutions Hebdo du 24 janvier 2020. Evaluation and appreciation.

Recognition and appreciation. We often think of these two words as the same thing. But while they’re both important, there’s a big difference between them. For leaders who want their teams to thrive and organizations that want to create cultures of engagement, loyalty, and high performance, it’s important to understand the distinction.

Recognition is about giving positive feedback based on results or performance. 

There are some limits to recognition. First, it’s performance-based, so it’s conditional. Second, it’s based on the past, so it’s about what people have already done. Third, it’s scarce.  Fourth, it generally has to come from the top.

Appreciation, on the other hand, is about acknowledging a person’s inherent value. The point isn’t their accomplishments. It’s their worth as a human being.

Recognition is about what people do; appreciation is about who they are.

When we show appreciation to our colleagues, customers, managers, and partners, we’re more likely to build trust and connect.

Here are a few simple ways to show appreciation for those around you:

  1. Listen. 
  2. Tell people what you value about them.
  3. Check in. Asking how they’re doing (and meaning it) and what they’re challenged by right now can show them that you care.

Recognition is appropriate and necessary when it’s earned and deserved. Appreciation, however, is important all the time.

8. When excess self-confidence is an asset, and when it becomes a handicap.
(Elizabeth Tenney, 26/12/2019)

It all depends on how you express it. We have two ways of appearing confident: verbally or non-verbally. Verbally we affirm it. Not verbally we express it physically, especially through body language or tone of voice. For example, self-confident people tend to impose themselves by being physically present and speaking loudly by starting the conversation by expressing their own opinion.

An influencing factor

Both ways of communicating trust, verbal and non-verbal, are very effective in attracting positive attention and influencing a group. We generally assume that people know how much they can trust them and that they are sincere (this is called truth bias). When faced with someone confident, we tend to find their confidence convincing and to think that it is justified.

But what about when the facts don’t confirm that confidence afterwards? Self-confidence, regardless of how it is expressed, is beneficial until it becomes clear that performance is not following. Therefore, overconfidence costs counselors. But those who have expressed their assurance non-verbally do not completely lose their initial advantage.

9.  How you can develop and promote your personal brand.
(Dorie Clark, 03/02/2018)

We all know developing a personal brand is valuable, since a strong reputation can put you on the radar for exciting career opportunities. When your true talents are understood, it’s far more likely you’ll be tapped for relevant and interesting assignments. 

How can you develop a robust personal brand?

Network both inside and outside your organization. 

Don’t have too many connections who are like you  (working in the same company or the same industry).   When only a select group knows about your talents and abilities, you put yourself in jeopardy.

Control your narrative.

Help others understand the truth about your journey by developing a clear and concise elevator pitch that explains how your previous skills connect with, and add value to, what you’re doing now.

Share your ideas publicly.

Content creation is a good way to share your ideas and build a positive reputation at scale.

Personal branding is fraught for many professionals — no one wants to look like a craven self-promoter.  But if we don’t control our own narrative and show the world what we can contribute, odds are very few people will actually notice.

10. How not to be boring.
(Gwen Moran, 01/2020)

RéSolutions Hebdo du 24 janvier 2020. Comment ne pas être ennuyeux ?

Sharing our experiences in an authentic way to connect with other people is what makes us interesting. Being authentic, honest, and vulnerable is always interesting

Find wonder in the ordinary. Share your observations about the world around you—interesting stories you saw or things you noticed–and you may be surprised by the universal connection they inspire. People who are interesting are relentlessly curious. Spent a lot of time thinking about what’s interesting to you.

Think about the everyday things around you and ask questions about them.

– What is that roadside monument ?

– Who built that interesting building in my city?

– What nearby attractions haven’t I visited?

– Why do people do things that way?

Use what you find to ask more questions and learn more about the world around you.  And when you find things that are truly interesting to you, share them.

To be interesting means that you have lived life, taken risks, traveled, sought out experience to learn for yourself and share with others.

Paying attention to the listener is an important part of having a conversation that’s interesting to both parties.

If the listener is not paying attention, it’s time to shorten the story and make sure to bring the audience into the conversation so that it is not one-sided.

 

Enjoy reading and welcome to « Your desired future resolutely »

To  receive regular  resolutions Weekly

Give your projects a  feedback benevolent and free
You appreciate. Thanks for sharing.
Vous appréciez. Merci de partager.