Click here to load reader
Upload
the-hr-observer
View
92
Download
1
Tags:
Embed Size (px)
DESCRIPTION
HR has historically demanded a seat at the executive table where strategic business decisions are made. Getting the seat and actively playing a strategic role in the success of the business are both challenges in their own right. As a former CHRO, Tim reveals what the role is really about and what it was like to be in the boardroom. Tim will share insights into the business skills a CHRO should have and the challenges HR must face and find flexible solutions for once it reaches the top of the leadership hierarchy. Tim Savage, Former Chief Human Resource Officer, Jumeirah Group
Citation preview
Secrets & Recipes for Success of a former CHRO
My Interesting Challenges
Personnel Director International Operations HR Director UK Group HR Director CHRO
My journey
What I thought I knew
What I learned along the way
What worked
What did not work
Memorable moments
The Bali Revelation
Building a Cultural Bridge
• Assume you don’t know everything
• Acknowledge your perceptions are limited
• Tell your story and listen to theirs
• Understand intent but share impact
Building a Cultural Bridge
• Learn about the other party’s culture
• Monitor and be sensitive to perceptions of power and respect
• Build trust
• See your own culture
The more you know about the past, the better
prepared you are for the future . Theodore Roosevelt
Timeline – Building on our past experience
What do we want to bring with us ?
What do we want to leave behind ?
“Do we have to pay extra ? My husband has a lot of emotional baggage “
Definition Traits/Hallmarks
Self-Awareness
The ability to recognise and understand your own moods, emotions and drives, as well as their effect on others
Self confidence
Realistic self-assessment
Self-deprecating sense of humour
Self-Regulation
The ability to control moods or redirect disruptive influences and moods
The propensity to suspend judgement – to think before acting
Trustworthiness and integrity
Comfortable with ambiguity
Openness to change
The Five Components of Emotional Intelligence at Work
Daniel Goleman – Emotional Intelligence
Definition Traits/Hallmarks
Motivation A passion for work for reasons that go beyond money or status
A propensity to pursue goals with energy and persistence
Strong drive to achieve
Optimism , even in the face of adversity
Organisational commitment
Empathy The ability to understand the emotional makeup of other people
Skill in treating people according to their emotional reactions
Expertise in building and retaining talent
Cross-cultural sensitivity
Service to customers
The Five Components of Emotional Intelligence at Work
Daniel Goleman – Emotional Intelligence
Definition Traits/Hallmarks
Social Skill Proficiency in managing relationships and building networks
An ability to find common ground and build rapport
Effectiveness in leading change
Persuasive
Expertise in building and leading teams
The Five Components of Emotional Intelligence at Work
Daniel Goleman – Emotional Intelligence
“If you want the co-operation of humans around you , you must make them feel that they are important and
you do that by being genuine and humble”
How good are the cross functional relationships in your senior team today ?
Are they good enough to : To show a genuine willingness
to subordinate individual functional interests to the needs
of the overall business plan To embrace a consultative
approach To commit to open vertical
communication To link budgets to strategy
The tale of Bob* and the chocolate * Name changed to protect the small minded
Stephen Covey *
EMOTIONAL BANK ACCOUNT *
Statement
Personal Account with my colleagues
In credit or overdrawn ?
What do I need from you to
be able to do my job to
the best of my ability?
What can I do to improve
this relationship?
What do I need from you to
be able to improve this
relationship?
Improving Working Relationships
Understand the Value of Compromise
It’s all about Communication
“I am afraid you misunderstood. I said I would like a mango “
Some basic principles • Everyone is accountable for communication
• Procedures are good – understanding their purpose is better • Use the skill base of the business – people commit more if
they are involved
• All leaders need to brief their people in a timely , consistent and efficient manner to ensure people are in the picture and know what it is going on and how they can contribute to the success of the business
Some basic principles
• Devote as much face to face time as possible
• Don’t assume silence means that people understand – you need to check that they do • It’s only really working when many people start to say –
“You have already told us that“
• You need an annual communications plan to help drive engagement in the right direction
2 x + 1 = Success
Build the Bigger Team
Set some clear rules of behaviour
All effective teams develop
rules of conduct at the
outset to help them
achieve their purpose and
performance goals
Katzenbach and Smith – The Discipline of Teams - Building Team Performance
Do you have Team Rules of Engagement?
OPEN MINDED & HONEST CONSTRUCTIVE & HELPFUL SILENCE DOES NOT SIGNIFY AGREEMENT TIMELY/PUNCTUAL ACTIVE LISTENING WITHOUT INTERRUPTION EQUALITY FUN TRUST RESPECT AND BE APPRECIATIVE OF EACH OTHER SOLUTION ORIENTED NO CYNICISM NO MOBILES/NO BLACKBERRYS IN MEETINGS
Constructive Confrontation
When teams engage in constructive
confrontation in an environment of mutual
respect , they develop better ideas and
perform better.
The No Asshole Rule – Robert Sutton
The Acid Test
Expressed values and priorities are consistent with behaviours
How do people see you ?
What do you stand for ?
“Have you ever considered that perhaps it’s your negative attitude that makes this place so miserable ?”
“If you don’t have any natural empathy for
people – you should not be in a leadership
role in HR “
Helping people find meaning
When does a job feel meaningful?
Whenever it allows us to generate delight or
reduce suffering in others Alain de Botton
Your “Culture” is your Strategy Profit is a Derivative not a Strategy in its own right Tom Peters – HR Summit 2013
How do you manage trust ?
A
I don’t trust anyone until they have proved
themselves worthy of my trust
B
I trust everyone until I am disappointed
Give people clear direction and allow them the autonomy within that to do the job, use their creativity and get a sense of achievement
Manage the corporate politic going forward so it does not pollute our
potential for success
The Force and Danger of Habit
“When things become a habit – you tend to stop
thinking about them and just do them again….and
again. They could be good or bad habits ”
Edward the retired lawyer
How am I doing ?
Where am I on my
journey ?
The Value of Reflection
Vision & Priorities
How often do I communicate a vision for my area of responsibility ? Have I identified and communicated 3 to 5 key priorities to achieve that vision ? If asked, would my associates be able to articulate the vision and priorities ?
Adapted from Looking in the Mirror by Carmen Noble HBR July 2011
Customer Feedback and Review
Understanding where we are from
our customers’ perceptions.
What does it tell us ?
What do we do well ?
What do we need to do differently ?
Don’t be afraid to try to do things differently
Larson – The Far Side
Managing Time
How am I spending my time ? Is it matching my key priorities ? How are my colleagues spending their time ? Does that match the key priorities of their departments and the business ?
The Importance of Feedback
Feedback
Do I give people timely ,helpful and clear feedback that they can act on ? Do I have 2 or 3 team members who will tell me things I may not want to hear but need to hear ?
Coaching and Succession Planning
Have I identified one or more potential successors ? Am I coaching them and giving them challenging assignments ? Am I delegating sufficiently ? Have I become a decision making bottleneck ?
Leading under Pressure
What types of events create pressure for me ? How do I behave under pressure ? What signals am I sending my colleagues ? Are these helpful or could they undermine the success of what we are trying to achieve ?
“I started as just another yes-man but eventually
my talents were recognised and I
became a fully fledged sycophant”
Staying true to yourself
Am I comfortable with my leadership style ? Does it reflect who I truly am ? Do I assert myself sufficiently or have I become too cautious ? Am I too politically correct ? Does worrying about my next promotion or bonus cause me to pull my punches or hesitate to express my views ?
Stand up, Speak up for what is
important to you
Be clear in your message and expectation
What is your Communication Strategy ?
“I agree with much of what you’re saying , mostly the brief silent parts between the words “
What is your communication strategy ?
First to know versus last to hear
Who needs to know what and when
I have had a chance to have my say I have been heard
Calendar, Status Reporting and Review
Sharing what we will be doing with the business How should this be done ? Medium,content ,timescale, frequency, audience
The Power of Stories: Mrs Schmidt’s Beach Bed
Celebrate
The F Word according to Billy Connolly – FUN
Our journey so far…
“Whilst it often seems like an unaffordable luxury –
one should regularly take the opportunity – to step
back & away from the - at times all consuming
hurly burly of everyday life and reflect on where
you have come from. Take the best forward and
leave the negatives behind.”
Tim Savage – amateur philosopher