This coaching intervention is about creating a safe space for the coachee to test new ideas on how to influence their manager without the benefit of ‘title power’. It is often a cause of frustration and centres around the coachee not finding a way of being appropriately assertive. In their communication style, they will typically undershoot and consequently appear evasive or overshoot and consequently appear blunt or rude.
It’s a fact of corporate life that external consultants have come to play a significant role in helping many organisations shape or implement new organisation strategies, structures and systems. Understanding how external consultants operate is key to successfully managing critical projects and in turn obtaining value for money. The day to day responsibility for managing these external professionals often falls to internal specialists who work in the HR, IT or finance spaces.
If the answer is “not much because I do not have time for it” or “I don’t need to because I am already doing well and getting what I want done” then it is time for you to have a serious reflection.
Finance Business Partners are like many other support specialists extremely “time-poor.” Given the highly presurised weekly and monthly cycles that most work under, it’s all too easy to get sucked into the act of just “doing” as opposed to thinking and then influencing strategically. Our work at PPI with many functions reveals some key action points for finance professionals to look out for and execute.
Enabling finance people to engage in wider business discussions about how their understanding of the numbers can influence real business outcomes and effect organisational change.
Therefore, once you have decided to conceptualize your Talent Program for all the right reasons it is now time to start crystalizing it to a firm deliverable.
Great leaders have an innate ability to make people feel strong rather than weak. How do you create the conditions for your people feeling strong?
Creating a clear plan to manage workplace anger and being aware of the triggers that can cause outbursts.
You would expect that today all companies would see the importance of having a Talent Management strategy yet Jeffrey Joerres, former leader of Manpower, commented in a recent interview in Harvard Business Review, “Nevertheless, companies routinely fail to put in place a workforce strategy that supports their business strategy. Most have done a pretty good job of looking out three years, maybe five, but they don’t then marry that up with the skills they’re going to need.” Talent management can be understood as a set of integrated organizational workforce processes designed to attract, develop, motivate and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives consistently going forward.