European and global companies increasingly see the first line leaders as key to building and sustaining employee engagement. They are investing significantly to develop the skills and approach of these leaders. An important challenge to be overcome, when seeking to generate a common leadership approach across Europe, is ensuring that the training experience is replicated for all participants in all languages and locations.
More and more people feel that their work-life is a never-ending series of surprises, instability and ambiguity. How individuals can build the necessary resilience to thrive in an environment where there is constant change and unpredictability.
As an experienced global human resources professional I was recently involved in a leadership workshop where the hype cycle, concerning a particular software application, was being discussed in great detail. On learning of the concept, I was immediately struck by its relevance to the world of HR. Most experienced HR professionals will accept that as a function we have an unhealthy addiction to “the latest thing,” and I could instantly relate the hype cycle to how the HR community frequently operates.
Passive aggressive behaviour takes many forms but it is essentially a situation where someone is deliberately choosing to not help, co-operate or engage with others because they are angry and yet choose not to express their anger. Instead of communicating honestly that you feel upset, annoyed, irritated or disappointed, you contain your feelings, shut off verbally, become obstructive, and put up a polite “stone-wall” of non-co-operation.
What a consultant says and what he/she really means!
This has become an increasingly common coaching intervention for me as people grapple with the twin demands of a work and a home life in a world where there is a perception of limited job security coupled with performance targets that are the major measure of success in the job role.
In these types of engagements, the coach’s role is to offer the coachee a neutral space to work on evolving their career path outside the pressure of the company’s formal performance management process. The coaching sessions will often work in tandem with the company’s formal processes and as such, allow the coachee to gain a more holistic perspective on their career path and direction.
Once you have decided that Succession Planning can make a significant difference in your company and that HR actually have the needed competencies to succeed there a number of things to consider.
This form of mentoring is extremely satisfying, as you watch a younger person gaining confidence and inspiring and motivating others. It is also extremely necessary to ensure that the next generation of talent is ready to take on the challenge of setting direction and leading our organisations in a world that becomes increasingly unpredictable and prone to change.
I must confess that I am in doubt here. My HR heart can very easily understand the benefits for companies in having a structured Succession Planning Process. I see Succession Planning as a strategy for passing each key leadership role within a company to someone else in such a way that the company continues to operate after the incumbent leader is no longer in control. Succession planning ensures that businesses continue to run smoothly after the business’s most important people move on to new opportunities, retire or pass away. Therefore, it makes sense.