Lots of HR functions do add tremendous business value to their organisations but unfortunately they fail to market their good work within the organisation. Consequently people frequently overlook their inputs or indeed criticise their efforts.
Paula Cook, lead consultant and faculty on PPI leadership programs has summarised her learning from an interesting research undertaken by two US consultants and elaborated in their book - Virtual Team Success: A Practical Guide for Working and Leading from a Distance.
Misunderstandings, different wavelengths, resistance, resignation, low energy, lack of commitment – could these be the behaviours you meet when making contact with your people.
In this book Mark Thomas sets out an approach to operating as a highly effective internal adviser or business consultant.
It is widely accepted that many mergers and acquisitions result in financial disappointment. Company A buys Company B only to sell it off five to six years later as it was not possible to generate the expected synergies or cost savings. Indeed numerous research and business school studies have show M&As to be a high risk business strategy.
The critical audit questions for today’s High Performance Finance Business Partner.
Donald Hambrick and James Fredrickson provide a very good framework for understanding what is and is not strategy. This is a very useful for helping senior managers to see how everything fits together and the importance of having an coherent overall, centrally integrated and externally oriented concept of how they will achieve their objectives.
At some time or another, we are all faced with the challenge of getting others to buy into our ideas. It can be a daunting task. Here are a few tips to help you think about your approach.
We need both quality and divrsity in our organisation population. Ruth explains what happens when we have too mucj of a focus on one of the other or neither. To achieve Synergy and Performance we need a strong focus on both. We also need to be alert to diversity in our clients and avoid stereotyping. We need to check our assumptions about what is normal and adjust to the reality of our client's world.
Being sensitive to the diversity of the individuals, teams and populations we want to influence. People are diverse in terms of age, gender, religion, ethnicity, sexual orientation, national culture, professional experience. When influencing we need to keep these things in mind. Ruth gives a number of examples of how a lack of understanding of the differences of the target group for influencing leads to a complete failure in successfully achieving the influence objectives.