The 2011 global ranking of management thinkers: what's in it for HR?

Thinkers50 has just published its 2011 global ranking of management thinkers. This year, the winner is Clayton Christensen, author of « The Innovator's Dilemma ». For sure, all these 50 gurus have plenty to teach us. 

And of course, we all should know the basics of innovation, strategy, or marketing. But which of these leading management thinkers are particularly relevant for HR professionals ? I mean, directly related to HR. Approximately half of them are, in my humble opinion. Here is my personal selection:

Rank	Author	Main field of expertise
4	Jim Collins	Management
7	Marshall Goldsmith	Leadership
8	Marcus Buckingham	Self management
10	Malcolm Gladwell	Society, career, decision-making
11	Sylvia Ann Hewlett	Talent management, women at work
12	Lynda Gratton	People in organizations, the future of work, collaborative working
13	Nitin Nohria	Motivation, leadership, sustainable performance
16	Linda Hill	Leadership, innovation, cross-organizational relationships, talent management
18	Teresa Amabile	Creativity, organizational life and its influence on people and their performance
22	Jeffrey Pfeffer	Evidence based management, human resources, power, leadership
23	David Ulrich	Leadership, talent, human resources, culture, coaching, change
25	Rosabeth Moss Kanter	Leadership, change, globalization
28	Herminia Ibarra	Leadership, women's careers, career transition
29	Daniel Pink	Career, self employment, motivation
30	Henry Mintzberg	The work of the manager, how managers are trained and developed
33	Tammy Erickson	Generations at work : workforce demographics and values
35	Amy Edmondson	Teamwork
37	Howard Gardner	Intelligence
39	Daniel Goleman	Emotional Intelligence, leadership
40	Vineet Nayar	Employees First, Customers Second
42	Fons Trompenaars	Cultural Diversity in Business
45	Stewart Friedman	Work/life integration, leadership
47	Stephen Covey	Leadership, personal effectiveness

Previous posts on this blog have featured books by Stew Friedman, Dave Ulrich and Jeffrey Pfeffer. I now have many reading opportunities for the months to come. Fellow HR pros, please send me an e-mail or leave a comment to let me know which of these thinkers have written the greatest books...

Corporate Reputations, Branding and People Management, by MARTIN and HETRICK.

I owe this great book recommendation to Jean-Marc MICKELER, Partner at Deloitte, Responsible for Employer Branding in France.

A Challenging Book

MARTIN and HETRICK are two Scottish HR specialists with both academic and consulting activities. Their book is based on experience, as it offers a number of cases concerning mainly HR challenges in large international corporations.

It is also based on a theoretical approach, with a very much balanced and critical point of view on MINTZBERG, ULRICH, PFEFFER, PORTER and many more management and HR authors. One typically academic aspect of the book is the emphasis placed on the correct and precise use of concepts:

• Social identity is not the same as social identification.
• Psychological ownership is different from engagement, which is not the same as commitment.
• Corporate reputation differs from corporate image and corporate brand.

It is thus a challenging book, firstly because it is not easy to read (for me at least) and secondly because it criticizes many popular management ready-to-use ideas:

• Is it always such a good idea to implement “management best practices” in your organization?
• Can you really make a distinction between leadership and management?
• When selecting leaders, should you always focus on the candidates' potential (as opposed to craftsmanship) ?
• Do most senior executives agree with Milton FRIEDMAN's view that a corporation's sole focus should be to generate high returns for shareholders?

MARTIN and HETRICK very interestingly answer “no” to these four questions.

HR and the Corporate Agenda

The main purpose of the book is to show how HR can contribute to the corporate agenda, which comprises:

• Corporate branding (what is the corporation's promise?)
• Corporate reputation (How is it perceived a time goes on)
• Corporate identity (Who are the members of the organization, what are their affinities?)
• Corporate social responsibility (CSR)
• Corporate governance

Here are only a few of the interesting propositions developed in the book:

• Brand reputation has an impact on sales, through the company's image (the customer view), but also on employee satisfaction and retention,through identity (the employee view).
  
  
• It is important to achieve consistency between these two views, i.e. to make sure that there are no significant gaps between employee's understanding of the organization's identity and how outsiders view its image.
  
  
• HR leaders need to gain a deep, evidence-based, knowledge about the various psychological contracts present in their organization. The notion of psychological contracts is very well defined and deeply discussed in one chapter.
  
  
• The “best practice” approach to HRM, although interesting, can be criticized: context matters a lot when it comes to make management choices.
  
  
• Very much like customer segmentation is an important marketing tool, HR professionals should use workforce segmentation: they should realize that not all employees have the same expectations, needs, abilities or values, so it makes little sense to apply a uniform set of practices.
  
  
• A 21^st century approach to corporate communications emphasizes dialogue, interactivity, and involvement of all functions and people. 
  
  
• Becoming an employer of choice does not depend solely on traditional HR practices, but also on the quality of top management, the company's values, and corporate social responsibility. 
  
  
• HR professionals tend to be more and more specialized, i.e. focused on HR itself ad its sub-specialisms. This is a dangerous trend, as it leads our function to become disconnected from the top (lack of connections with the organization's strategy) and from the bottom (lack of direct relationships with employees). Instead of just an expertise, we should see HR also as a craft and as an art. In other words, we should not rely only on our technical specialism, but also on experience, vision and leadership.

Book data

• Corporate Reputations, Branding and People Management – A Strategic Approach to HR
• By Graeme MARTIN and Susan HETRICK
• Butterworth-Heinemann (Elsevier)
• 384 pages
• Available on Amazon.com: Corporate Reputations, Branding and People Management: A Strategic Approach to HR (Advanced HR Practitioner)
   

You can also find more about the book on reputationsandhr.com, and you can read Graeme MARTIN's HR and People Management blog.  


I welcome your comments and feedback. If you are an HR professional, please do not hesitate to suggest other HR book recommendations through stephaneolivierdeoliveira@gmail.com or by sending me a Twitter DM at @HRbooks.

Spiritual Capital - Wealth We Can Live By - by Danah Zohar and Ian Marshall

This book was recommended to me by Laurence VANHEE. The Head of Personnel & Organization at Belgian Ministry of Social Security, Laurence is one of the most influential HR professionals in Belgium.



An original perspective on Intelligence and Capital

Zohar and Marshall think that besides Rational Intelligence (IQ) and Emotional Intelligence (EQ), lies our Spriritual Intelligence (SQ). Spiritual Intelligence is “the intelligence with which we access our deepest meanings, values, purposes, and highest motivations”.

Based on this sense of values and fundamental purpose, we can build Spiritual Capital, defined as our knowledge and expertise about who we are, what we stand for and what we live for. At the organizational level, Zohar and Marshall think that a company with a high level of spiritual capital will:

• Possess a strong sense of values and identity;
  
• Engage in an authentic form of corporate social responsibility, based on a genuine concern for “stakeholder value” in which stakeholders include all humans and the whole planet;
  
• Generate more profits on the long term, as exemplified by corporations such as Merck, Coca-Cola, British Petroleum or Starbucks. (If you've read Onward, which was my “HR Book of the Month” in August, you might find indeed that it offers an illustration of Zohar an Marshall's theories).
  

In order to develop our spiritual capital, we need to move upwards on the scale of motivations. Based on Maslow's famous scale, the authors have developed a new, more sophisticated one, that is composed of 16 levels. The eight inferior levels of motivations correspond to deficiency needs; they range from depersonalization to self-assertion. They mirror the eight superior levels, that are related to higher needs and range from exploration to enlightenment. 
 
For example, the fifth level of superior motivations is called Generativity. People who reach this level are extraordinarily creative, and their creativity comes from their love and passion for what they do. Virgin's Richard Branson is a good example: he listed “having fun” as one of his company's core values and he shows great creativity.

A high level of spiritual intelligence can be measured by 12 criteria. Inspired by the characteristics of complex adaptive systems (Zohar is a physicist), these criteria are:

• Self-awareness
  
• Spontaneity
  
• Being vision and value led
  
• Holism
  
• Compassion
  
• Celebration of diversity
  
• Field independence (to be able to stand against the crow)
  
• Tendency to ask why? questions
  
• Ability to reframe
  
• Positive use of adversity
  
• Humility
  
• Sense of vocation
  

The book gives examples of how these criteria apply in real life and how an individual or an organization can shift from lower to higher motivations. 
 

Zohar and Marshall hope that a limited number of exceptional people,, called Knights, driven by very high motivations, will help the world progress toward greater levels of spiritual capital.

How is this book useful for HR professionals?

• It provides an original view on individual and collective intelligence. (And we HR people are interested in what is intelligence.)
  
  
• It also provides a new perspective about motivation.
  
  
• It makes a link between "hard science" (quantum physics) and very “soft” subjects like values, CSR, etc. I must say that, personnally, I wasn't very much convinced by this aspect of the book, but I suspect that it would be an appropriate angle to leverage the interest of more scientific-minded professionals. I mean that if your CEO is an engineer, the book could help him believe that serious, scientific people find values, identity and responsibility important.

One chapter of the book, called « Shifting Corporate Culture », is especially relevant to HR. It shows how the infrastructures needed to shift culture in the business world include “the methods, style and content of human resources programs”. The eight key issues for corporate culture are very close to the concerns of HR professionals: they are Communication, Relationships, Power, Flexibility, Fairness, Trust, Truth and Empowerment.

References

• Spiritual Capital – Wealth We Can Live By
• Danah Zohar, Ian Marshall
• Bloomsbury
• 249 pages
• Available on Amazon.com: SPIRITUAL CAPITAL

« Onward » by Howard SCHULTZ, with Joanne GORDON

This book was recommended to me by award-winning HR blogger Ron THOMAS. You should definitely check out his Strategy Focused HR blog if you haven't already.

After being Starbucks Coffee's CEO for many years, Howard SCHULTZ at one point stepped aside to become chairman. But when, in 2007, he realized that the company was sort of losing its soul, obsessed with growth and short-term metrics, he returned as CEO.

The book tells how he put in place what he called a “transformation agenda”, an ambitious program that would allow Starbucks to survive the economic crisis and to start developing again.

SCHULTZ offers a detailed account of the operations, that included:

• Redefining Starbucks' mission statement
• Organizing a huge event in New Orleans, gathering thousands of Starbucks managers
• Fixing bug problems in the supply chain system
• Closing stores, laying off people
• Changing the corporate leadership team
• Innovating in new products and coffee machines
• Focusing on the company's core values: a love for coffee and a deep commitment mainly to the community, to coffee producers in poor countries and to the employees' healthcare system

One good thing about the book is that it tells the successes, but also the hesitations and the failures that SCHULTZ had to face.

How is this book useful to HR practitioners?

Reading this book was a real pleasure, as fascinating as reading a good novel. I learned a lot about:

• Great leadership and internal communication good practices
• How big international companies work and make decisions
• How a mission statement and the definition of a company's core values can go well beyond rhetoric and be placed at the center of a company's change management strategy

The book also shows us how difficult it can be for a great leader to find a successor: what will happen when Howard SCHULTZ has to step aside for good?

References

• Onward – How Starbucks Fought for Its Life without Losing Its Soul
• By Howard SCHULTZ and Joanne GORDON
• Rodale
• 331 pages
• Available on Amazon.com: Onward: How Starbucks Fought for Its Life without Losing Its Soul
  

The HR Value Proposition, by Dave ULRICH and Wayne BROCKBANK

This book is a recommendation from Bryan JACKSON, who told me it is one of his favorite. Bryan is a senior HR professional based in Indiana and the cofounder of a web agency called East44 (www.east44.com). You can find more about Bryan on bjackson.east44.com/about-2/

In this book, HR superstar Dave ULRICH and his associate Wayne BROCKBANK tell us how to build an HR strategy aimed at creating real value for the complete range of an organization’s stakeholders: internal and external.

Broadening the impact of HR

While a traditional approach to human resources would focus on what HR can bring to employees and line managers, the first think the authors do here is to broaden the scope. They invite HR pros to scan external business realities like technology, economic and regulatory issues, demographics and globalization and they tell us how HR should play an active role in relation to:

• Investors. An organization’s market value is the addition of tangibles and intangibles. Intangibles are qualitative, immaterial characteristics of a firm that have a positive influence on its stock value: quality of top management, ability to change quickly, customer orientation, internal collaboration are only a few examples. HR professionals should be investor-literate and understand how to reinforce this type of capabilities.

• Customers. We HR pros should understand what is valuable to our organization’s most important external clients. We should put ourselves in the customer’s shoes and ask what kind of an impact our decisions can have on their experience. When hiring new employees or designing a performance system, for example, we should keep the customer’s in mind.

• Line managers. Their role is to implement the firm’s strategy and to achieve its goals. How do we contribute? By building trust with these managers and by helping our organization acquire or develop relevant capabilities, like talent, a shared mindset, accountability, innovation, customer connection, etc.

• Employees. Employees will bring value if they think they will get value in return. We should build an Employee Value Proposition that specifies what they will get from the firm. We should also ensure employees have the relevant abilities to implement the organization’s strategy.

How to adapt HR strategies, processes, organization and competencies to this new perspective?

To build an HR strategy that adds value, we should first analyze the impact that global external trends have on our business and reach good internal business literacy, with a perfect understanding of the organization’s strategy. Then we should focus on culture: which traits of our organization (its capabilities) and our people (their abilities) do best fit the strategy? Now, which HR practices will contribute to developing these traits? And what HR competencies do we need to have to implement these practices?

Dave ULRICH has famously analyzed the different roles of HR managers:

• Employee advocate
• Human capital developer
• Strategic partner
• Functional expert
• HR leader

In this book, he explains how each of these roles adds value to stakeholders.

ULRICH, BROCKBANK and others also conducted a vast study about HR competencies. In the book, they show which competencies add more value.

How is this book useful to HR practitioners?

As an HR pro, you want to read this book if:

• You need to define your department’s strategy and organization;
• You want to gain credibility and impact among the top leadership team;
• You want yourself and your HR colleagues to develop the right competencies to add maximum value to the organization.

This very serious and visionary book provides the theoretical insight and some useful practical tools to reach these objectives.

References

• The HR Value Proposition
• By Dave ULRICH and Wayne BROCKBANK
• Harvard Business Press
• 281 pages
• Available on Amazon.com:

"Leadership - Enhancing the Lessons of Experience" by Hugues, Ginnett and Curphy

Joseph FLERON, owner of Dimension Consultance, is a top-level speaker, coach and consultant focusing on personal development, leadership, and team dynamics. Joseph recommended me this book, describing it as “rather academic, very serious but offering a really good synthesis on the theme of leadership”.

Indeed, this 700-page manual was created for an audience of university students. Nevertheless, I find it extremely useful for any leadership practitioner, because it offers a perspective on leadership that is wide, practical and rigorously scientific at the same time. 

A wide perspective on leadership

Hugues, Ginnett and Curphy define leadership as “the process of influencing an organized group toward accomplishing its goals”. This process involves an interaction between:

•   the leader,
•   the followers and
•   the situation.

The book addresses these three dimensions in very much detail. Here are some of the many subjects developed in this manual:

• Leadership versus Management
• The role of education and experience in leadership development
• Assessing leadership
• Influence tactics
• Leadership and values
• Leadership and personality traits
• Leadership and intelligence
• Emotional intelligence
• Follower motivation, satisfaction and performance
• Effective teams
• Contingency theories of leadership such as the Normative Decision Model, the Situational Leadership ® Model, the Contingency Model and the Path-Goal Model
• Different approaches of change management: the rational approach and the theory of transformational and transactional leadership
•  …

Practical advice for leadership practitioners

The manual is packed with real-life leadership stories, covering various sectors such as big corporations, rural communities, SME’s, health care or the military. It is illustrated by many short, inspiring leader profiles.

It also provides recommendations about the following leadership skills:

• Learning from experience
• Communication and Listening
• Assertiveness
• Stress management
• Building technical competence
• Building effective relationships with superiors and with peers
• Building credibility
• Providing constructive feedback
• Punishment
• Delegating
• Team building for work teams
• Development planning
• Coaching
• Empowerment
• Setting goals
• Conducting meetings
• Managing conflict
• Negotiation
• Problem solving
• Improving creativity
• Diagnosing performance problems
• Team building at the top

Hum… it seems to me that I still have a lot of work before mastering just a tiny part of these skills. But reading this advice is a good start!

Scientific Validity

Hugues, Ginnett and Curphy’s views are based on a critical analysis of scientific research about leadership. There are 1.385 end-of-chapter notes, pointing to many more books than I will read in my entire life.

The authors deconstruct some myths about leadership. Each time they explain a leadership theory, they tell us whether it was validated on the ground or in the labs by independent scientific researchers. They show us the usefulness but also the limitations of many popular concepts and tools, such as emotional intelligence or the MBTI.

  

How Is This Book Useful to a Human Resource Practitioner?

We could use the lessons of Hugues, Ginnett and Curphy’s manual when exercising different HR roles:

• As recruiters: to select the best leaders or leaders-to-be
• As Human Capital Developers and Coaches: to help the leaders in our organization develop their skills
• As Strategic Partners: to implement a leadership talent management system in line with the strategy of our organization
• As Change Agents, because the book provides some good advice about change management
• And perhaps even as Employee Advocates, when we need to explain to some leaders the do’s and don’ts of employee motivation.

Because of its focus on scientific validity, HR pros can also use this book to secure their decisions when they need to make a choice about the use of certain HR or leadership tools. For example: would it make sense to use the MBTI in the situation I am facing at the moment?

The book can also be a negotiation resource when you need to convince some partners (your colleagues, your board…) about the usefulness and validity of an HR project you would like to implement. An example might be if you need to convince your board that investing in assessment centers when recruiting leaders will have a positive impact on the bottom line.

References

• Leadership. Enhancing the Lessons of Experience (sixth edition).
• By Richard L. HUGUES, Robert C. GINNETT and Gordon J. CURPHY
• Mc Graw-Hill International Edition
• 704 pages
• Available on Amazon.com

 

“Transactional Analysis in Psychotherapy” and “Games People Play” by Eric BERNE

Anne BURNIAUX, HR Consultant and Owner of Sensink, advised me to read “Transactional Analysis in Psychotherapy”.

As you may have guessed by reading its title, this book does not exactly focus on management or human resources. And let's admit it: maybe it's not the book you want to read on the beach next summer! Nevertheless, it is so insightful that every manager should read it, even if it requires a certain amount of effort and concentration. 

Eric BERNE, an American psychiatrist (1910-1970), tells us some clinical cases and explains his theory, called structural analysis and transactional analysis.

To state it very simply (my apologies to any rigorous specialist who might read this), BERNE thinks that the way we think and act depends on which “ego state” we find ourselves currently in:

• The Child reproduces emotions and behaviors that we really experienced during our childhood. It makes us act “instinctively” and with charm, be creative, and seek pleasure.
• The Parent focuses on morality, telling us whats is good or wrong like our father and mother did.
• The Adult is rational and exerts social control.

So for example, if you see an enormous cake, your Child might tell you to eat it all, your Parent might make you feel ashamed and your Adult might tell you to eat just one piece so you don't get sick.

BERNE thinks that in our relationships, we spend most of the time using “Pastimes” and playing “Games”. A typical Pastime is talking about the weather: it's a way to avoid entering a meaningful relationship with someone. A Pastime becomes a Game when the transactions cease to be straightforward, when there is dissimulation. A Script is a little bit like a Game, but it is more complex and influences the way we live our life on the long term.

BERNE used to teach these basic concepts to his patients. Using individual interviews but also therapeutic groups, he tried to help their Adult understand their pathology and take control of the situation.

I found it so interesting that I decided to read another famous book by the same author: “Games People Play – The Psychology of Human Relationships”. The two are quite complementary, as the first draws the general theory and the second illustrates it, by offering a thesaurus a common “games”.

BERNE describes various types of games: life games, marital games, party games, sexual games, underworld games, consulting room games and good games.

How Are These Books Useful to an HR Professional?

Such books should definitely be used with caution. Reading a few hundred pages about psychotherapy won't make you a psychiatrist. Mastering transactional analysis theories and techniques requires proper education and experience.

Nevertheless, as an HR professional I am glad to have become familiar with Berne’s concepts, mainly for two reasons:

1. Transactional Analysis is used by many coaches and HR consultants. If I get to work with one of them, I want to know what they are talking about.
2. It provides a conceptual framework that helps me understand some situations. A colleague of mine has been adopting a behavior that made me feel bad and seemed irrational. I have now understood that when she does that, it is her Child that is in control and that she is playing a game. It has helped me handle the situation and avoid being manipulated.

More generally, BERNE provides us a framework to understand human relationships, which are the fundamental elements of our discipline.

References

• Transactional Analysis in Psychotherapy
• By Eric BERNE
• Snowball Publishing (or Condor Books)
• 270 pages
• Available on Amazon: Transactional Analysis in Psychotherapy (Condor Books)
  

• Games People Play – The Psychology of Human Relationships
• By Eric BERNE
• Penguin Books
• 173 pages
• Available on Amazon: Games People Play: The Basic Handbook of Transactional Analysis.
  
  

To learn more about Eric BERNE and watch two nice videos in which he talks about games and transactional analysis, you can visit http://www.ericberne.com/