tag:blogger.com,1999:blog-2791801335563181012024-02-19T15:56:21.360+01:00HR Book of the MonthInteresting books about Human Resource Management, recommended and commented by HR experts and practitionersStéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.comBlogger31125tag:blogger.com,1999:blog-279180133556318101.post-30169945321936339832013-03-07T21:43:00.000+01:002013-03-07T21:43:32.694+01:00Guest Post: David Ducheyne's HR Books<!--[if !mso]>
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<b style="mso-bidi-font-weight: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;"><i style="mso-bidi-font-style: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;">This month's book recommendations are provided by a first-class HR pro called David Ducheyne. </span></i></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;"><i style="mso-bidi-font-style: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;">David is
Chief People Officer at Securex. He is nominated as the Belgian HR Manager of the year, and I think he'll win the title!
Please do me a favour and vote for him, by following <a href="http://hrmnight.peoplesphere.be/nl/nominateds/details/90/david-ducheyne" target="_blank">this link</a> </span></i></span></b><b style="mso-bidi-font-weight: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;"><i style="mso-bidi-font-style: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;">before mid-March 2013.</span></i></span></b></div>
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<span style="font-size: large;">Inspiration from the past for a better future</span><br />
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These are dire times. Since 2008 Europe has been going through one crisis after another. The basis of this crisis is human behaviour and leadership. The problem is that we could have known where it would end. And we haven’t learnt much. The NY stock exchange is doing great (date: 5 march 2013) and so we can go back to business as usual.<br />
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But let’s look back and see what some people warned us about what could happen and which hints they gave us. So I picked to review three ancient books that are still inspiring.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsXnPNebBn1rLbFEjvLtGk09InJC7RHYUqNTMudxkMtAz6ImFjBKf5W7F8Puol5cE-Q-z5_1PTwthP1s8mjNHPTetyBx3eaJ42XUUmkXrBuG4cKfD4ut3cE_wjRpWUuMLRmT2tbWQuzWM/s1600/Himan-side-of-Enterprise-Douglas-McGregor.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsXnPNebBn1rLbFEjvLtGk09InJC7RHYUqNTMudxkMtAz6ImFjBKf5W7F8Puol5cE-Q-z5_1PTwthP1s8mjNHPTetyBx3eaJ42XUUmkXrBuG4cKfD4ut3cE_wjRpWUuMLRmT2tbWQuzWM/s200/Himan-side-of-Enterprise-Douglas-McGregor.gif" width="136" /></a>The first one is <b>The Human Side of Enterprise by Douglas McGregor</b> (1960). He hoped that social sciences could help to create a good society. He predicted the coming of evidence-based management and saw a direct positive impact of research. In that he was a little naive, comparing social sciences to exact sciences, but still. He hoped that companies would move from a “carrot-and-stick” approach (Theory X) towards a higher form of management (Theory Y) that relies on self-control and self-direction. McGregor described 50 years ago elements of what we call today the new way of work and modern leadership. We can ask ourselves what we’ve done with that positive view on management? <br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhhCqiNPpJkRYR92Qqcvj6ja0QY2-va_VN-ENUYJIqsHk4CpAQOX1GoMY2MrbtBOdZVP6NojlwiU5qDE3bk9sArmNK4_fYdAIre8BakEV6lSo1nxoTB5GabTVy6hosAGO4qt6d0EpBRKas/s1600/Future-Shock_Alvin-Toffler.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhhCqiNPpJkRYR92Qqcvj6ja0QY2-va_VN-ENUYJIqsHk4CpAQOX1GoMY2MrbtBOdZVP6NojlwiU5qDE3bk9sArmNK4_fYdAIre8BakEV6lSo1nxoTB5GabTVy6hosAGO4qt6d0EpBRKas/s200/Future-Shock_Alvin-Toffler.gif" width="122" /></a>A second book is <b>Alvin Toffler’s Future Shock</b>, written in 1970. Toffler said that the increasing speed of change would cause enormous distress, what he called future shock. In this massive book he describes in detail the changes that occur, many of which have come true. Two special elements merit some attention: decision stress and information overload. In a changing environment people will have to make more decisions, which causes stress. Toffler launched the word information overload to illustrate that people need to process more information than they can handle. In 1970 the world was turning at a slower pace and the digitilisation had just begun.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgA18ZtU3k06u8igsP5GofDjy1rYdaVlUcf3NMZHdckEnXVVFrdQp5sxTLUbUTl-dutW8xXvraNcM4FK9JRCz4mJPS3zmic2ccTiLMFXvrowSkV8yTx3XIdBBz-xSKLObU6I7cG6c1cSsc/s1600/Small-si-Beautiful-Schumacher.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgA18ZtU3k06u8igsP5GofDjy1rYdaVlUcf3NMZHdckEnXVVFrdQp5sxTLUbUTl-dutW8xXvraNcM4FK9JRCz4mJPS3zmic2ccTiLMFXvrowSkV8yTx3XIdBBz-xSKLObU6I7cG6c1cSsc/s200/Small-si-Beautiful-Schumacher.gif" width="130" /></a>A third book is “<b>Small is beautiful: Economics as if People mattered</b>”. This book by Schumacher in which he criticizes Western economics. The context of this book is the Oil crisis. Schumacher argues that our economic model is not sustainable. He talks about enoughness and stresses the need to balance human desires and technology. He attacks the notion of growth, and pleads for a focus on well-being with less consumption. <br />
<br />
Many of the ideas from these three books could have been written today. You can find those ideas in Tim Jackson’s “Prosperity without Growth” (2009) or Sennet’s “Culture of a new Capitalism” (2006), Gratton’s “The Shift” (2011). Reviewing old books is more than just a curiosity. We should be aware of what historical figures have written and suggested and see them as inspiration from the past for a better future. They make us also humble in the sense that most problems have already found a solution. But something stopped us from listening to these (and other) thought leaders. Instead our society went bezerk, focussing on greed and consumption.<br />
<br />
There is hopefully a time of a sustainable way of working coming: doing business as if people mattered. I strongly believe that the HR profession can and will play an important role in this evolution. And if not, someone might read this blog and say how wrong or how right I was and regret that nothing has happened since 2013.<br />
<br />
<br />
Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-45695474747201926062013-02-27T19:30:00.000+01:002013-02-27T19:30:13.637+01:00The Enneagram In Love & Work, by Helen Palmer<div style="margin-bottom: 0cm;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8EcgfrVhz16JiofdXaTMEd_Tzg5EDqoqr2AatJEXBNcNUmu1d9exDhPKkibvOyHMpLZ5exBwQvHMYHNQaRdevgIEqUWpS7qxkdpKrDp7J9MkSDngqngJHCQyZwAiibkTRh3QSZOK5dY/s1600/Enneagram-in-love-and-work.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE8EcgfrVhz16JiofdXaTMEd_Tzg5EDqoqr2AatJEXBNcNUmu1d9exDhPKkibvOyHMpLZ5exBwQvHMYHNQaRdevgIEqUWpS7qxkdpKrDp7J9MkSDngqngJHCQyZwAiibkTRh3QSZOK5dY/s320/Enneagram-in-love-and-work.gif" width="210" /></a></div>
<div style="margin-bottom: 0cm;">
I recently attended a fascinating
seminar at the <a href="http://www.enneagramme.be/en/">Halin Prémont
Enneagram Institute</a>. I thought I should read a book or two about
the enneagram and share it with you here.
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
The enneagram is a personality model
describing nine types and their relationships.
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
Compared to the famous <a href="http://www.myersbriggs.org/">MBTI</a>,
the enneagram is a little less pragmatic and has been less validated
scientifically, but it's also more profound and more
spiritual, describing the deep motivations of each type. I would say
that the MBTI describes how you behave while the enneagram explains
why you behave like that.
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<h2 class="western">
The 9 personality types</h2>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
Each type has a nickname:</div>
<ol>
<li><div style="margin-bottom: 0cm;">
The Perfectionist</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Giver</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Performer</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Romantic</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Observer</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Trooper (or the Devil's
Advocate)</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Epicure</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Boss</div>
</li>
<li><div style="margin-bottom: 0cm;">
The Mediator</div>
</li>
</ol>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
If you have 45 minutes, watch this
video: it describes the enneagram model and each one of its types:</div>
<iframe allowfullscreen="" frameborder="0" height="315" src="http://www.youtube.com/embed/ephecK8GUik" width="420"></iframe>
<br />
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
If you'd like a quicker and funnier
sample, here's a description of Type 9 (which happens to be mine):</div>
<iframe allowfullscreen="" frameborder="0" height="315" src="http://www.youtube.com/embed/EV8LWvRnobo" width="420"></iframe>
<br />
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<h3 class="western">
What's In It For HR?</h3>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgzX-N1tNDLkZAq66xxgVnKHB0BvZqzCGySTsu2BROohLMXkwAIsNqo6H2ducxBlersYD2vHd8zpmiKmaRwWN-iDh7sZXIltXNEmzKMwaZ8FGrmzqV-3iGfWz9QLT7Q-kBB5Pe0pudZtf8/s1600/Enneagram-Helen-Palmer.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgzX-N1tNDLkZAq66xxgVnKHB0BvZqzCGySTsu2BROohLMXkwAIsNqo6H2ducxBlersYD2vHd8zpmiKmaRwWN-iDh7sZXIltXNEmzKMwaZ8FGrmzqV-3iGfWz9QLT7Q-kBB5Pe0pudZtf8/s320/Enneagram-Helen-Palmer.gif" width="213" /></a>The book titled “The Enneagram”
offers an in-depth description of each type. You want to read it if
you 'd like to understand each type in detail and where the theory
comes from.
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
“The Enneagram In Love And Work” is
more practical. After a more synthetic description of each type, it
offers a directory of relationships to show how a type interacts with
each of the other eight. It can be useful from an HR perspective: it
brings keys to decode work relationships so it can be used in
conflict resolution, negotiation, team building, mentoring...</div>
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<h3 style="margin-bottom: 0cm;">
Book data</h3>
<ul>
<li>The Enneagram In Love & Work - Understanding Your Intimate & Business Relationships</li>
<li>By Helen Palmer</li>
<li> HarperOne</li>
<li>407 pages </li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/0062507214/ref=as_li_ss_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=0062507214&linkCode=as2&tag=hrboofthmo-20">The Enneagram in Love and Work: Understanding Your Intimate and Business Relationships</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0062507214" style="border: none !important; margin: 0px !important;" width="1" /> </li>
</ul>
And:<br />
<ul>
<li>The Enneagram</li>
<li>By Helen Palmer</li>
<li> HarperOne</li>
<li>378 pages (+ appendixes)</li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/0062506838/ref=as_li_ss_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=0062506838&linkCode=as2&tag=hrboofthmo-20">The Enneagram: Understanding Yourself and the Others In Your Life</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0062506838" style="border: none !important; margin: 0px !important;" width="1" />
</li>
</ul>
<br />
<br />
<br />
<ul>
</ul>
Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-43835484292529322612013-01-26T19:55:00.000+01:002013-01-26T19:55:43.801+01:00Who - by Geoff Smart & Randy Street<div style="margin-bottom: 0cm;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgOegBQ1m90RA0XUUP9T8Op4Mt1HaNpd8aGrTYGn9FlxlEXNrovr-Q3M_MyhK6S4A7jbedd0XtueFPYb6vuWBE_IzlzpswHr9OPaifVYbYnAVn6Cs4I3OfXvN-C3yyjhzil-ETskChyphenhyphenEds/s1600/Who-The-A-Method-for-Hiring-Geoff-Smart.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgOegBQ1m90RA0XUUP9T8Op4Mt1HaNpd8aGrTYGn9FlxlEXNrovr-Q3M_MyhK6S4A7jbedd0XtueFPYb6vuWBE_IzlzpswHr9OPaifVYbYnAVn6Cs4I3OfXvN-C3yyjhzil-ETskChyphenhyphenEds/s320/Who-The-A-Method-for-Hiring-Geoff-Smart.jpg" width="214" /></a>“Who – The A Method for Hiring” was
written by Geoff Smart and Randy Street. Smart and Street manage
<a href="http://www.ghsmart.com/">ghSMART</a>, a management
assessment company that helps corporations and big investors hire
CEO’s and senior managers.
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
The book starts by two features that I
found particularly engaging. One is this quote of Jim Collins, author
of <a href="http://hrbookofthemonth.blogspot.be/2011/12/good-to-great-by-jim-collins.html">Good
to Great</a>: “The most important decisions that businesspeople
make are not <i>what</i> decisions, but <i>who</i> decisions”.</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
The other is a funny and pertinent
critic of the <b>avatars of incompetent interviewers</b>:</div>
<ul>
<li><div style="margin-bottom: 0cm;">
<i>The Art Critic</i>, who goes on
gut instinct</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Sponge</i>, that lets as
many people as possible interview the candidate, and gathers tons of
mostly irrelevant information</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Prosecutor</i>,
aggressively asking tricky questions</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Suitor</i>, who spends all
the time selling the job and forgets to ask questions</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Trickster</i>, who will
throw a paper on the floor to see which candidate cleans it up</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Animal Lover</i>,
stubbornly sticking to his or her pet questions</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Chatterbox</i>,who manages
a conversation rather than a selection interview</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Psychological Tester</i> –
I'm afraid I don't agree with Smart and Street on this one because I
believe in the interest of psychometric and personality tests as
long as they are built and used rigorously.</div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Aptitude Tester</i><span style="font-style: normal;">,
who makes tests the only determinant of the hiring decision</span></div>
</li>
<li><div style="margin-bottom: 0cm;">
<i>The Fortune-Teller </i><span style="font-style: normal;">who
likes to ask candidates questions about a hypothetical future, like
“What would you do if...”. This one is the most common in my
personal experience.</span></div>
</li>
</ul>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
Those poor hiring methods continue to
be very widely spread: a recent <a href="http://www.forbes.com/sites/susanadams/2012/12/03/employers-hire-potential-drinking-buddies-ahead-of-top-candidates/">Forbes
article</a> commented a <a href="http://www.asanet.org/journals/ASR/Dec12ASRFeature.pdf">scientific
study</a> showing that hiring managers select people who they think
could be their friends instead of the most qualified applicants.
</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
In contrast, Smart and Street use a
<b>rigorous method to select “A players”</b>. They define an A
player as “a candidate who has at least 90% chance of achieving a
set of outcomes that only the top 10% of possible candidates could
achieve”.</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
The “ghSMART <u>A</u><span style="text-decoration: none;">
Method for Hiring” includes four steps:</span></div>
<ul>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
<b>Scorecard</b>:
It's a concise document describing the mission, the exact outcomes
that should be achieved, and the competencies needed. The scorecard
is the link between your strategy and the people you want to hire.</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
<b>Source</b>:
The book explains how to generate a continuous flow of good
candidates. Smart and Street are convinced that referrals by your
employees or your professional network are by far the best sourcing
method. They also give practical advice about other sourcing canals:
external recruiters, recruiting researchers and sourcing systems.</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
<b>Select</b>:
In my humble opinion, the most practical and useful part of “Who”
is the chapter that describes ghSMART's interviewing method. It
describes a series of four interviews:</div>
<ul>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
The
<b>screening interview</b> should be short, phone-based, and
structured. It's mainly about the candidate's career goals,
interests, and strengths and weaknesses.</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
The
<b>Topgrading Interview</b>® goes into more details in order to
uncover the patterns of somebody's career history. It doesn't focus
only on the candidate's opinions, but also on hard facts and on the
views of former bosses, peers and reports.</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
The
<b>focused interview</b> is used to gather more information about a
particular outcome or competency listed in the scorecard.</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
The<b>
reference interview</b> is a phone call to the candidate's
references. Smart and Street think you should call seven of them:
three past bosses, two peers or customers and two subordinates.
They explain how to structure the conversation and how to read
between the lines, as people generally don't like to give a
negative reference.
</div>
</li>
</ul>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
<b>Sell</b>:
To convince the best candidate to join your organization, you
shouldn't focus on the comp and ben package only. There are other
elements you can use to sell the position, that the book calls the
five F's of selling:</div>
<ul>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
Fit</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
Family</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
Freedom</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
Fortune</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
Fun</div>
</li>
</ul>
</li>
</ul>
<div style="margin-bottom: 0cm; text-decoration: none;">
</div>
<div style="margin-bottom: 0cm; text-decoration: none;">
The book offers
many anecdotes about successful or unsuccessful recruiting
experiences. It is very practical, going into many details about the
way to organize a day of interviews, to ask questions, to interrupt a
candidate, to gather more precise facts about a candidate's
accomplishments, etc.
</div>
<div style="margin-bottom: 0cm; text-decoration: none;">
<br /></div>
<div style="margin-bottom: 0cm; text-decoration: none;">
It has been
immediately useful to me, giving me several new ideas on how to
strengthen my recruiting process.
</div>
<div style="margin-bottom: 0cm; text-decoration: none;">
<br /></div>
<div style="margin-bottom: 0cm; text-decoration: none;">
If you are
interested in books about recruiting, you might also be interested
in:</div>
<ul>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
<a href="http://hrbookofthemonth.blogspot.be/2012/05/rare-find-by-george-anders.html">The
Rare Find</a>, by George Anders</div>
</li>
<li><div style="margin-bottom: 0cm; text-decoration: none;">
<a href="http://hrbookofthemonth.blogspot.be/2012/11/hire-like-you-just-beat-cancer.html">Hire
Like You Just Beat Cancer</a>, by Jim Roddy
</div>
</li>
</ul>
<h3 style="margin-bottom: 0cm;">
Book data</h3>
<ul>
<li>Who: The A Method for Hiring - Solve Your #1 Problem</li>
<li>By Geoff Smart and Randy Street, from ghSMART </li>
<li> Ballantine Books</li>
<li>188 pages </li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/0345504194/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=0345504194">Who: The A Method for Hiring</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0345504194" style="border: none !important; margin: 0px !important;" width="1" />
</li>
</ul>
<br />
<br />Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-87813654117478839402012-12-30T09:30:00.000+01:002012-12-30T09:30:52.824+01:00The Conversation Company, by Steven Van Belleghem<br />
<div style="margin-bottom: 0cm;">
<b>Social media are a powerful
communication tool, only if used as part of a broader strategy
focusing on your culture and your people. </b>
</div>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEihrnbFoWgn-ObjoCJ5ZIh3lSqKns-qt4LQ2Q8bjWujQEucYr30-4OBmZoA0WkHWdMMeG6Ss5u60OTUVOq3t6DztrVM0cwkr6vtzjfpO4dBPromgNrH5O5PXHDbTIW80XA0rRePZkjcHVU/s1600/Conversation-company.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEihrnbFoWgn-ObjoCJ5ZIh3lSqKns-qt4LQ2Q8bjWujQEucYr30-4OBmZoA0WkHWdMMeG6Ss5u60OTUVOq3t6DztrVM0cwkr6vtzjfpO4dBPromgNrH5O5PXHDbTIW80XA0rRePZkjcHVU/s320/Conversation-company.png" width="219" /></a></div>
<h3 class="western">
From the Checklist Mentality to the Conversation
Company</h3>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
At the end of 2012, who doesn't know
that social media are a must for every company that is serious about
its communication?</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Many company leaders create a Facebook
page, a Twitter account and a mobile app, and think they are done.
That's what Van Belleghem calls the “<b>checklist mentality</b>”.
It's useless.</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Social media are just a place, among
others, to manage conversations.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Managing conversations is about much
more than a good old marketing campaign with a Facebook logo on it.
It means:</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<ul>
<li><div style="margin-bottom: 0cm;">
<b>Paying attention </b>to what
people say online about your brand and responding in a positive and
appropriate manner.</div>
</li>
<li><div style="margin-bottom: 0cm;">
Uncovering your <b>unused
conversation potential</b>: what do you do to help your very
satisfied customers spread the word?</div>
</li>
<li><div style="margin-bottom: 0cm;">
Building a conversation-worthy
experience at every phase of the purchase process.</div>
</li>
<li><div style="margin-bottom: 0cm;">
Innovating in the use of a wide
range of media: this includes your monthly invoices and
out-of-office messages.</div>
</li>
<li><div style="margin-bottom: 0cm;">
Using conversations with the
customer to nurture <b>every step of your production process</b>,
starting with R&D.</div>
</li>
<li><div style="margin-bottom: 0cm;">
Transforming your <b>employees
into ambassadors</b>: they are probably proud of your company (if
they aren't, you've got a serious HR problem...).<br /> </div>
</li>
</ul>
<h3 class="western">
Culture, People and Social Media</h3>
<div style="margin-bottom: 0cm;">
Van Belleghem also explains that
your corporate culture, including its core values, will determine
the content and the style of your conversations.</div>
<div style="margin-bottom: 0cm;">
<br /></div>
<div style="margin-bottom: 0cm;">
And only your employees can make your
culture tangible.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
An authentic culture, a strong and
positive identity: here's the link between internal and external
communication, with social media as a powerful lever.</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
In another book, somewhat more
academic, Graeme MARTIN and Susan HETRICK also emphasized the need
for consistency between brand reputation and corporate identity. (See
my November 2011 post about “<a href="http://hrbookofthemonth.blogspot.be/2011_10_01_archive.html">Corporate
Reputations, Branding and People Management</a>“).</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<h3 class="western">
Steven's strong data</h3>
<div style="margin-bottom: 0cm;">
As a Managing Partner at <a href="http://www.insites-consulting.com/" target="_blank">InSitesConsulting</a>, an online market research agency, Van Belleghem was in a
position to conduct serious research supporting the book, including:</div>
<ul>
<li><div style="margin-bottom: 0cm;">
The analysis of one million
conversations on Twitter and Facebook fan pages</div>
</li>
<li><div style="margin-bottom: 0cm;">
Two quantitative surveys</div>
</li>
<li><div style="margin-bottom: 0cm;">
25 in-depth interviews with
company leaders</div>
</li>
</ul>
<div style="margin-bottom: 0cm;">
The book includes several case studies
in every chapter and ends with a practical guide titled “How to
Become a Conversation Company in Three Easy Steps”.</div>
<div style="margin-bottom: 0cm;">
</div>
<h3 class="western">
</h3>
<h3 class="western">
What's in It for HR?</h3>
<div style="margin-bottom: 0cm;">
I was personally planning an important
recruitment campaign while reading the book. (I'm hiring 100 nurses).
It gave me several new ideas and helped me find how to enlist my own
employees as ambassadors for this campaign.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
You'll also find the book useful if you
are writing your organization's social media policy, or trying to
convince your CEO to open her mind about social media in the
workplace.</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
The book also illustrates very
convincingly <b>how HR is gradually blending with Marketing and
Corporate Culture</b>.
</div>
<br />
<br />
<h3>
<span style="font-size: medium;">Book Data</span></h3>
Some months ago, HR Consultancy <a href="http://www.sdworx.be/" target="_blank">SD Worx</a>
invited me to an event in Brussels. I took a boat to a little island
in the middle of a park. A bunch of white geese greeted me on
arrival, scaring my little HR self. I wondered if I was at the right
place. Then, Steven Van Belleghem took the microphone and made his
point about the Conversation Company, and everything started to make
sense in my little HR brain...
<br />
<ul>
<li>The Conversation Company - Boost Your Business Through Culture, People & Social Media</li>
<li>By <a href="http://stevenvanbelleghem.com/" target="_blank">Steven Van Belleghem</a> (Follow Steven on Twitter: <a href="https://twitter.com/StevenVBe" target="_blank">@StevenVBe</a>) </li>
<li>Kogan Page</li>
<li>250 pages </li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/0749464739/ref=as_li_tf_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0749464739&linkCode=as2&tag=hrboofthmo-20">The Conversation Company: Boost Your Business Through Culture, People and Social Media</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0749464739" style="border: none !important; margin: 0px !important;" width="1" />
;
</li>
</ul>
<br />
<br />
<br />
<br />
<br />Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com1tag:blogger.com,1999:blog-279180133556318101.post-77732771272568242912012-11-25T09:33:00.000+01:002012-11-25T09:33:23.458+01:00Hire Like You Just Beat Cancer
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwvDl3BhY9RSXq2uEAAT1r9ZdmYb46fC-7kLkeskO4xwYdtaVWe8L1Ev6fnoiHeJ9R_btKQ39fsIsO95_Jo5WN3MTfXRAjw39jM9M91zqjqRzKhBXmaGFSMFCnGk9V3E7ag0uskBTN2ww/s1600/hire-like-you-just-beat-cancer.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwvDl3BhY9RSXq2uEAAT1r9ZdmYb46fC-7kLkeskO4xwYdtaVWe8L1Ev6fnoiHeJ9R_btKQ39fsIsO95_Jo5WN3MTfXRAjw39jM9M91zqjqRzKhBXmaGFSMFCnGk9V3E7ag0uskBTN2ww/s320/hire-like-you-just-beat-cancer.jpg" width="210" /></a>Developing a world-class selection
process. Surviving cancer. What do these two accomplishments have in
common?
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Throughout the book, Jim Roddy doesn't
talk a lot about his past illness. The point, in his own history, at which
his personal and professional life collided is revealed only in one
of the last chapters.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
But his recruitment recruitment method
requires a personality trait that is obviously necessary when you
fight cancer: <i>tenacity</i>.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Only beginners and amateurish
recruiters think that selection is primarily a matter of instinct and
gut feelings. Real HR pros know that<b> hiring the best requires
rigorous, focused and repeated efforts</b>.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
As an executive in the publishing
industry, the author draws the lessons from several years of
recruiting. He explains in many details how to organize the
recruitment process and how to ask questions. He shares his methods,
stories, and even 258 interview questions.</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Among his most original tools and
useful ideas, are the following:</div>
<div style="margin-bottom: 0cm;">
</div>
<h3 class="western">
<span style="font-size: large;">Focusing on aversions</span></h3>
<div style="margin-bottom: 0cm;">
Aversions are potential problems the
interviewer thinks he could have with the candidate. In his hiring
process, Jim Roddy reveals them transparently to the candidate and
asks as many questions as necessary to discard any risk.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
The questions are “behavioral”,
based on the candidate's actual behavior in past circumstances.
</div>
<div style="margin-bottom: 0cm;">
</div>
<h3 class="western">
<span style="font-size: large;">Hiring for bench-strength</span></h3>
<div style="margin-bottom: 0cm;">
The author recommends to hire a person
who has the potential to perform not only in the position you are
filling at the moment, but also in positions one or two levels up. If
you are looking for a salesman, ask yourself if he could one day be a
good sales manager or sales director.
</div>
<div style="margin-bottom: 0cm;">
</div>
<h3 class="western">
<span style="font-size: large;">The emotional outcomes of an interview process</span></h3>
<div style="margin-bottom: 0cm;">
You don't want a candidate to leave the
interview or the whole selection process with bad feelings about your
company. The author explains how to make sure all potential hires
find your organization professional and exciting.
</div>
<div style="margin-bottom: 0cm;">
</div>
<h3 class="western">
<span style="font-size: large;">Managing expectations</span></h3>
Many interviewees promise a lot during the selection phase, but
might soon “forget” what they told you. The book shows how to
transform vague promises into clear formal commitments.
<br />
<br />
<h3 class="western">
<span style="font-size: large;">The dinner interview</span></h3>
<div style="margin-bottom: 0cm;">
I'm really not sure this one would be
well received in Europe, where we have a different culture, but I
found it very interesting. At the end of the selection process, the
recruiter invites the candidate and his or her spouse or “significant
other” to the restaurant.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
The decision to join a company will
have consequences for the candidate's family. It is thus fair,
and pragmatic, to recognize that the spouse should take part in the
decision.
</div>
<div style="margin-bottom: 0cm;">
</div>
<h3 class="western">
<span style="font-size: large;">More interviews, more questions</span></h3>
<div style="margin-bottom: 0cm;">
One of Jim Roddy's motto's is: “A
candidate who is not a definite 'no' is a 'yes' to bring back for
another interview”. Each step of the selection process is a chance
to discard aversions, or to discover new ones.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Where the usual interviewer asks one
question, Jim Roddy asks two or three, just to be certain. One of his
favorite is: “Can you give me another example?”.
</div>
<div style="margin-bottom: 0cm;">
<br />
</div>
<div style="margin-bottom: 0cm;">
Why? Because he doesn't want to take a
risk. He recognizes selection as the key to his company's success. He
hires like his company's life depended on it. This is the sense of
“hiring like you just beat cancer”. </div>
<div style="margin-bottom: 0cm;">
</div>
<div style="margin-bottom: 0cm;">
</div>
<h3>
<span style="font-size: large;">Book Data</span><br />
</h3>
<ul>
<li>Hire Like You Just Beat Cancer - Hiring lessons, interview best practices, and recruiting strategies for managers from a cancer-surviving executive</li>
<li>By Jim RODDY, President of <a href="http://www.jamesonpublishing.com/">Jameson Publishing</a></li>
<li>Dog Ear Publishing</li>
<li>163 pages </li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/1457512130/ref=as_li_tf_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=1457512130&linkCode=as2&tag=hrboofthmo-20">Hire Like You Just Beat Cancer</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1457512130" style="border: none !important; margin: 0px !important;" width="1" />
</li>
</ul>
<br />
Jim also posts great articles about recruiting on HR website <a href="http://www.ere.net/author/jim-roddy/" target="_blank">ere.net</a>.<br />
<br />
<br />
<br />
<br />
<br />Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-56525127502226038152012-10-28T20:32:00.001+01:002012-10-28T20:32:29.357+01:00Business Model Generation, by Osterwalder and Pigneur<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUlY8twRgEN84lPu9ogEDoidExC8q3GLFMY4xmbR4lCpSVDsllT1bp4tCxKD7ivefdOiCWb-E65o1KRDvfK2RjYt1ogGgb8uePRsfy3hMK4w3NU5T5iMaPqaQB6p5SCDvmD80OnuTZM5I/s1600/Business-Model-Generation.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Business Model Generation (cover)" border="0" height="315" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUlY8twRgEN84lPu9ogEDoidExC8q3GLFMY4xmbR4lCpSVDsllT1bp4tCxKD7ivefdOiCWb-E65o1KRDvfK2RjYt1ogGgb8uePRsfy3hMK4w3NU5T5iMaPqaQB6p5SCDvmD80OnuTZM5I/s400/Business-Model-Generation.gif" title="Business Model Generation (cover)" width="400" /></a></div>
<span style="font-size: small;"><span style="font-family: inherit;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: inherit;">Business Model Generation was recommended to me by <span class="fullname js-action-profile-name show-popup-with-id"><a href="http://www.linkedin.com/pub/kate-griffiths-lambeth/3/51b/2a8">Kate Griffiths-Lambe</a>. An experienced HR professional based in London, Kate is currently the Head of Global HR at Stonehage.</span> </span></span><br />
<br />
<span style="font-size: small;"><span style="font-family: inherit;">Business Model Generation teaches you how to analyze and
create business models. A business model 'describes the rationale of how
an organization creates, delivers, and captures value'.</span></span><br />
<span style="font-size: small;"><span style="font-family: inherit;">The authors present a business model canvas made of nine building blocks:</span></span><br />
<ul>
<li><span style="font-size: small;"><span style="font-family: inherit;">Customer segments</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Value propositions</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Channels</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Customer relationships</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Revenue streams</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Key resources</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Key activities</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Key partnerships</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Cost structure</span></span></li>
</ul>
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;"><iframe allowfullscreen="allowfullscreen" border="1" frameborder="0" height="225" src="http://www.youtube.com/embed/QoAOzMTLP5s" width="400"></iframe></span>
<br />
<div align="LEFT" style="background: transparent; font-style: normal; font-weight: normal; line-height: 100%; margin-bottom: 0cm; orphans: 2; page-break-after: auto; page-break-before: auto; page-break-inside: auto; text-decoration: none; widows: 2;">
<span style="font-family: inherit;"><br /></span></div>
<div align="LEFT" style="background: transparent; font-style: normal; font-weight: normal; line-height: 100%; margin-bottom: 0cm; orphans: 2; page-break-after: auto; page-break-before: auto; page-break-inside: auto; text-decoration: none; widows: 2;">
<span style="font-family: inherit;"><br /></span></div>
<span style="font-size: small;"></span><br />
<h3>
<span style="font-size: large;">A Tool For Business Innovation</span></h3>
<span style="font-size: small;"><span style="font-family: inherit;">The book first helps you understand the model:</span></span><br />
<ul>
<li><span style="font-size: small;"><span style="font-family: inherit;">It defines each building block.</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">It explains the relationships between these blocks.</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">It illustrates it with numerous business cases and graphics.</span></span></li>
</ul>
<span style="font-size: small;"><span style="font-family: inherit;">Then, it describes five business model examples called 'patterns':</span></span><br />
<ul>
<li><span style="font-size: small;"><span style="font-family: inherit;">Unbundled business models</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">The long tail</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Multi-sided platforms</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">FREE as business model</span></span></li>
<li><span style="font-size: small;"><span style="font-family: inherit;">Open business models</span></span></li>
</ul>
<span style="font-size: small;"><span style="font-family: inherit;">But the main part of the book consists in a methodology to design business models. It is packed with tools about how to analyze strategic information, draw ideas, imagine scenarios, test prototypes and tell stories to sell them.</span></span><br />
<br />
<span style="font-size: small;"></span><br />
<h3>
<span style="font-size: large;">What's In It For HR Pros?</span></h3>
<span style="font-size: small;"><span style="font-family: inherit;">Like many of this blog's 'HR Books of The Month', this one isn't strictly about HR. However, HR pros will find it useful to enhance their management and business strategy skills. </span></span><br />
<span style="font-size: small;"><span style="font-family: inherit;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: inherit;">When asked how this book was useful to our profession, <span class="fullname js-action-profile-name show-popup-with-id"><a href="http://www.linkedin.com/pub/kate-griffiths-lambeth/3/51b/2a8">Kate Griffiths-Lambe</a> </span>says:</span></span><br />
<blockquote class="tr_bq">
<span style="font-size: small;"><span style="font-family: inherit;">"It's
a good tool for determining how a business should operate and hence
enabling HR focus on key areas to enhance performance. The book
describes itself as "A Handbook for Visionaries, Game Changers, and
Challengers" - all things that HR can and should be".</span></span></blockquote>
<span style="font-size: small;"><span style="font-family: inherit;"></span></span><br />
<span style="font-size: small;"><span style="font-family: inherit;"></span></span><br />
<span style="font-size: small;"><span style="font-family: inherit;"></span></span><br />
<span style="font-size: small;"><span style="font-family: inherit;">As strategic partners, HR leaders need to understand how their organization creates value. As change agents, they need to understand how business model innovation brings radical transformations to the way their company operates.<br /><br />The book provides HR pros with the conceptual tools to understand how businesses will operate in the future.</span></span><br />
<span style="font-family: inherit;"><br /></span>
<br />
<h3 class="western" style="font-weight: normal;">
<span style="font-family: inherit;"><span style="font-size: large;">Book Data</span></span></h3>
<ul>
<li><div style="margin-bottom: 0cm;">
<span style="font-family: inherit;"><span style="font-size: small;">Business Model Generation</span></span></div>
</li>
<li><div style="margin-bottom: 0cm;">
<div class="username">
<span style="font-family: inherit;"><span style="font-size: small;">By Alexander OSTERWALDER and Yves PIGNEUR(</span></span><a class="account-group js-user-profile-link" href="https://twitter.com/ypigneur"><span class="username js-action-profile-name">@ypigneur</span></a>). Designed by Alan Smith (<a href="https://twitter.com/thinksmith" target="_blank">@</a><span class="screen-name"><a href="https://twitter.com/thinksmith" target="_blank"><s></s>thinksmith</a>) </span></div>
</div>
</li>
<li><div style="margin-bottom: 0cm;">
<span style="font-family: inherit;"><span style="font-size: small;">Wiley</span></span></div>
</li>
<li><div style="margin-bottom: 0cm;">
<span style="font-family: inherit;"><span style="font-size: small;">275 pages + appendixes</span></span></div>
</li>
<li><span style="font-family: inherit;"><span style="font-size: small;">Available at Amazon.com: <a href="http://www.amazon.com/gp/product/0470876417/ref=as_li_tf_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=0470876417&linkCode=as2&tag=hrboofthmo-20">Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0470876417" style="border: medium none ! important; margin: 0px ! important;" width="1" /> </span></span></li>
<li><span style="font-family: inherit;"><span style="font-size: small;">Website: <a href="http://www.businessmodelgeneration.com/book">businessmodelgeneration.com</a></span></span> </li>
</ul>
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;"><br /></span>
Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-87115087792827386292012-09-26T21:02:00.000+02:002012-09-26T21:16:34.439+02:00Influencer - The Power To Change Anything<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7zWyDAf0yzyQ4XYMOYF1f3kbJSOt86qYsdYvP9wKfds0t84IWoRlnBpmPFjek7svuoRjyDc-8Dum_7Ikd2TwJvd5Ir32FPsuJKu32FDQdwl8XJAjDrfvZxt4kj13XSpVjdUP38Twu6B0/s1600/influencer-patterson-grenny.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7zWyDAf0yzyQ4XYMOYF1f3kbJSOt86qYsdYvP9wKfds0t84IWoRlnBpmPFjek7svuoRjyDc-8Dum_7Ikd2TwJvd5Ir32FPsuJKu32FDQdwl8XJAjDrfvZxt4kj13XSpVjdUP38Twu6B0/s320/influencer-patterson-grenny.jpg" width="240" /></a></div>
This book is recommended by <a href="http://jasonlauritsen.com/">Jason LAURITSEN</a>, a former human resources executive turned consultant and keynote speaker.<br />
<br />
In a <a href="http://jasonlauritsen.com/2012/07/transformation-in-human-resources-rule-4.html">July 2012 post about Tranforming HR</a>, Jason wrote :<br />
<blockquote class="tr_bq">
"<span style="font-family: "Courier New",Courier,monospace;">The fourth rule of transforming human resources is to <b>study sales</b>. If I had one wish for human resources as a profession, it would be that every human resources professional would get some sales training. The skills of influence, negotiation and relationship building that are commonplace in sales would truly transform the effectiveness of HR within our organizations.</span>"</blockquote>
I couldn't agree more. HR people manage very tiny departments, frequently amounting to 1% or less of an organization's workforce. Obviously then, we can't rely only on hierarchical power to have a significant impact across the company. <b>If we want to be change agents, we need to master influence</b>.<br />
<br />
<div style="margin-bottom: 0cm;">
Here's a short video illustrating the importance of combining several sources of influence to fix a single problem.</div>
<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgzarzl0mEZutq1CugfWEyawH41QWpna-b5x4uRXfZ94kqz1ah_PEnCVm1YE0orZ9h3NKaPCmSUHP3UVKkOHTIV6Aj-oNnnTe9RWIcQrUgIM18AAygQmj5ShHIfT6n8KjbVe_4sTqOSWok/s1600/influencer-patterson-grenny.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"> </a></div>
<br />
<br />
<iframe allowfullscreen="allowfullscreen" frameborder="0" height="225" src="http://www.youtube.com/embed/o-N57TtyToE" width="400"></iframe><br />
<br />
<br />
<h3>
<span style="font-size: medium;"><b>Not Just Verbal Persuasion</b></span></h3>
In the authors' view, you can fix every human problem if you manage to (a) identify and (b) change a set of <b>vital behaviors</b>.<br />
<br />
The authors insist that Influence requires much more than verbal persuasion. For people to change their behavior, they need ability and motivation. As ability and motivation can each be fostered at the personal, social and structural level, there are <b>six sources of influence</b> you should make use of:<br />
<br />
<ol>
<li><b>Personal Motivation</b><br />
</li>
</ol>
You want people to change the way they behave. However, the expected new behavior isn't necessarily one they find desirable. How do you lead them to change their mind?<br />
<ul>
<li>Get people to try the new behavior: they might find they like it although they thought they wouldn't. <br />
</li>
<li>Make it a game: they'll find pleasure in the mastery of ever-more challenging goals.<br />
</li>
<li>Help them connect the behavior with their moral values.<br />
</li>
<li>Spotlight the human consequences of their behavior.<br />
</li>
</ul>
<br />
<ol start="2">
<li><b>Personal Ability</b><br />
</li>
</ol>
<ul>
<li>Abilities are much less innate than we commonly imagine. Even willpower, or the ability to delay gratification, can be learned. <br />
</li>
<li>Elite performers of just about any field stand out not because of their genetic abilities, but by <b>deliberate practice. </b> <br />
</li>
<li><div style="font-weight: normal;">
Simple practice is not enough to improve one's abilities. For example, when it comes to elite status, there is no correlation between time in the profession and performance levels. (A proposition many HR professionals will certainly find challenging.) The book offers several tips about how to make practice efficient. </div>
</li>
<li><a href="http://hrbookofthemonth.blogspot.be/2012/08/emotional-intelligence-by-daniel-goleman.html"><span style="font-weight: normal;">Emotional intelligence</span></a><span style="font-weight: normal;"> is an important aspect of personal ability. Like other types of skills, it is </span><i><span style="font-weight: normal;">learnable</span></i><span style="font-weight: normal;">. </span> <br />
</li>
<li><span style="font-weight: normal;">Complex interpersonal abilities, like leadership skills, can also be learned through deliberate practice.</span></li>
</ul>
<br />
<ul></ul>
<ol start="3">
<li><b>Social Motivation</b><br />
</li>
</ol>
<ul>
<li>The presence and behaviour of others plays a great role in one's behavior. Even the presence of just one peer makes a difference.<br />
</li>
<li>Formal and informal leaders are obviously those you need to reach first if you want to have an influence on a larger group. <br />
</li>
<li>This is also true when you are trying to change your own behavior. If you make a commitment and then share it with friends or colleagues, you will be much more likely to keep it. <br />
</li>
</ul>
<br />
<ol start="4">
<li><b>Social Ability</b><br />
</li>
</ol>
<ul>
<li>Social capital is “the profound enabling power of an essential network of relationships”.<br />
</li>
<li>Social capital is a powerful lever you can use in a number of cases, like :<br />
<ul>
<li>When bad behavior is reinforced by a web of players<br />
</li>
<li>When you need to innovate<br />
</li>
<li>When you need real-time feedback from an expert (a powerful way to learn)<br />
</li>
</ul>
</li>
</ul>
<br />
<ol start="5">
<li><b>Structural Motivation</b><br />
</li>
</ol>
<ul>
<li>Structural motivation refers to how you set up the system, the organizational rules, to motivate people.<br />
</li>
<li>Extrinsic rewards come third: intrinsic satisfaction and peer pressure are much more powerful. (See <a href="http://hrbookofthemonth.blogspot.be/2012/04/drive-by-daniel-h-pink.html">Daniel Pink's “DRIVE”</a><span style="font-weight: normal;"> </span>for a more detailed analysis on the topic of motivation.) <br />
</li>
<li>Rewards can backfire: you need to use them wisely. <br />
</li>
<li>Symbolic rewards can be just as powerful as material ones.<br />
</li>
<li>It's important to reward vital behaviors, not just results. Reward effort, not outcome. <br />
</li>
<li>Punish only when all else fails. </li>
</ul>
<br />
<ul></ul>
<ol start="6">
<li><b>Structural Ability</b><br />
</li>
</ol>
<ul>
<li>You can use <i>things</i><span style="font-style: normal;">, the physical environment, to facilitate good behaviors and to make the wrong behaviors more difficult to enact.</span><br />
</li>
<li><span style="font-style: normal;">Propinquity is the impact of space on relationships. For example, the frequency and quality of human interaction is largely a function of physical distance. Bad news if your desk is miles away from your manager's. </span> <br />
</li>
</ul>
<br />
<div style="margin-bottom: 0cm;">
Jason LAURITSEN says that “Influencer” is one of the books that have shaped his abilities and thinking around sales. I think it can also be very useful to HR professionals: among other things, it teaches a lot about learning, motivation, and teamwork.</div>
<br />
<h3>
<span style="font-size: large;">Book Data</span><br />
</h3>
<ul>
<li>Influencer - The Power To Change Anything</li>
<li>By Kerry PATTERSON, Joseph GRENNY, David MAXFIELD, Ron MCMILLAN and AL SWITZLER. These guys wrote another bestseller called "<a href="http://www.amazon.com/gp/product/0071771328/ref=as_li_ss_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=0071771328&linkCode=as2&tag=hrboofthmo-20%22%3ECrucial%20Conversations%20Tools%20for%20Talking%20When%20Stakes%20Are%20High,%20Second%20Edition%3C/a%3E%3Cimg%20src=%22http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0071771328">Crucial Conversations</a>" and they run a company called <a href="http://www.vitalsmarts.com/">VitalSmarts</a>.</li>
<li>McGraw Hill</li>
<li>272 pages (+appendixes)</li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/007148499X/ref=as_li_ss_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=007148499X&linkCode=as2&tag=hrboofthmo-20">Influencer: The Power to Change Anything</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=007148499X" style="border: none !important; margin: 0px !important;" width="1" /> </li>
</ul>
<br />
<br />
<br />Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-12432906086987388102012-08-28T20:54:00.002+02:002012-08-30T19:29:37.556+02:00Emotional Intelligence, by Daniel Goleman<div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><br />
<div style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgaoHiep_5fuz55Rxq0UHqXWHBb_thYXb8-rrf10QnfA1hEmXbviLDFdYiKNLJLGwfuEa3FLK2kBSVSKkrXDxGHkk_ySvICHXJP_1OMqvXp43NmJu2kC4Vq_zcggWsrj-KtgOv9NSrzJLk/s1600/Emotional-Intelligence-Goleman.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgaoHiep_5fuz55Rxq0UHqXWHBb_thYXb8-rrf10QnfA1hEmXbviLDFdYiKNLJLGwfuEa3FLK2kBSVSKkrXDxGHkk_ySvICHXJP_1OMqvXp43NmJu2kC4Vq_zcggWsrj-KtgOv9NSrzJLk/s320/Emotional-Intelligence-Goleman.jpg" width="201" /></a><span lang="en-US">A few months ago, </span><a href="http://www.linkedin.com/in/rosalindahdz">Rosalinda Hernández</a>, Europe Talent Acquisition at Pe<span lang="en-US">psico Europe, recommended me a great book called « <a href="http://hrbookofthemonth.blogspot.com/2012/02/becoming-resonant-leader-by-annie-mckee.html">Becoming a Resonant Leader</a> ». I saw it a</span><span lang="en-US"><span style="font-weight: normal;">s a practical guide about how do you use Daniel Goleman's theory of Emotional Intelligence to become an inspiring leader. Hence my curiosity to know more about this fascinating subject. </span></span> </div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Because Goleman's books have been highly influential among managers, you can hear many people talking about emotional intelligence, or “EQ”. I felt the need to understand what realities hide between this widespread expression.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Based on scientific observations (neuroscience, experiments, field studies...), Goleman shows us :</div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><br />
<br />
</div><ul><li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">How emotions work inside our brain</div></li>
</ul><ul><li>What are the elements of emotional intelligence</li>
</ul><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">How the way we manage our emotions impacts our sentimental life, work performance and health</div></li>
</ul><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">How emotional intelligence can be strengthened</div></li>
</ul><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">Why and how it should be taught by teachers and parents</div></li>
</ul><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><span style="font-size: medium;"><b>How is this book useful to HR Professionals?</b></span></div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">The book reminds us that IQ is just one factor of professional success. When selecting future leaders, for example, we should not focus only on rational intelligence or technical mastery, but also on emotional skills like self-awareness, empathy, communication skills or even optimism.</div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">Another useful insight is that emotional intelligence is not a given for life, but can be improved. To me, this means that if we want to help our collaborators develop, we should use tools like 360° assessments, development centers or the <a href="http://hbr.org/2005/01/how-to-play-to-your-strengths/ar/1">Reflected Best Self</a> in order to strengthen their self-awareness. </div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">The book contains a chapter called “Managing with Heart” that shows how emotional intelligence can make a positive impact on:</div><ul><li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">How to give feedback to employees</div></li>
<li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">Dealing with diversity</div></li>
<li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">Team performance</div></li>
</ul><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"></div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;">This is only a tiny part of the book, though. If you are looking for something more directly linked to your professional practice, you should probably read more specific books by Daniel Goleman, like:</div><ul><li><a href="http://www.amazon.com/gp/product/0553378589/ref=as_li_ss_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=390957&creativeASIN=0553378589">Working with Emotional Intelligence</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0553378589" style="border: none !important; margin: 0px !important;" width="1" /></li>
<li><a href="http://www.amazon.com/gp/product/1591391849/ref=as_li_ss_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=390957&creativeASIN=1591391849">Primal Leadership: Learning to Lead with Emotional Intelligence</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1591391849" style="border: none !important; margin: 0px !important;" width="1" /></li>
<li><a href="http://www.amazon.com/gp/product/1934441171/ref=as_li_ss_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=390957&creativeASIN=1934441171">Leadership: The Power of Emotional Intelligence</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1934441171" style="border: none !important; margin: 0px !important;" width="1" /><br />
</li>
</ul><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"></div><h3></h3><h3><span style="font-size: medium;">Video</span></h3>Here's a video interview where Daniel Goleman talks about Emotional Intelligence and its impact in a work environment:<br />
<br />
<iframe allowfullscreen="allowfullscreen" frameborder="0" height="315" src="http://www.youtube.com/embed/NeJ3FF1yFyc" width="420"></iframe><br />
<br />
<br />
<h3><span style="font-size: medium;">Book Data</span><br />
</h3><ul><li>Emotional Intelligence - Why It Can Matter More than IQ</li>
<li>By Daniel GOLEMAN</li>
<li>Bantam Trade paperback</li>
<li>287 pages (+appendixes)</li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/055380491X/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=055380491X">Emotional Intelligence: 10th Anniversary Edition; Why It Can Matter More Than IQ</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=055380491X" style="border: none !important; margin: 0px !important;" width="1" /></li>
</ul>To access great videos, books, blog articles by Daniel Goleman, you can also visit <a href="http://danielgoleman.info/">danielgoleman.info</a> <br />
<br />
And on <a href="http://www.morethansound.net/">morethansound.net</a>, you'll find audio, eBooks and great books about emotional intelligence, leadership, sustainability and mindfulness. <br />
<br />
<br />
<ul></ul>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-75274078718868762832012-07-28T10:20:00.000+02:002012-07-28T10:20:09.584+02:00Adapt, by Tim Harford<div style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjK_LTvluoTOBI0U3IQOB2eYIwKsDgUtAg8QnLqySdLl3atmBlalJrgndE1iw50H6akXJelm3JtmPanuvcwTuHHlFqjXnzWPSiSWl-doR_8RY6rc5UGSJpqmdhAki_hZe-CecGB9GYovb8/s1600/adapt.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjK_LTvluoTOBI0U3IQOB2eYIwKsDgUtAg8QnLqySdLl3atmBlalJrgndE1iw50H6akXJelm3JtmPanuvcwTuHHlFqjXnzWPSiSWl-doR_8RY6rc5UGSJpqmdhAki_hZe-CecGB9GYovb8/s320/adapt.gif" width="193" /></a>ADAPT is about using failure in a positive way, in business or any other field of life. It shows how, facing unprecedented degrees of complexity, we should use evolutionary processes and start <b>solving problems through trial and error</b>. </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">ADAPT provides diverse applications of the three “Palchinsky principles”:</div><ol><li><div style="margin-bottom: 0cm;">Seek out new ideas and try new things;</div></li>
<li><div style="margin-bottom: 0cm;">When trying something new, do it on a scale where failure is survivable;</div></li>
<li><div style="margin-bottom: 0cm;">Seek out feedback and learn from your mistakes as you go along.</div></li>
</ol><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">Here's a short video presenting the book:</div><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"><br />
</div><br />
<iframe allowfullscreen="" frameborder="0" height="315" src="http://www.youtube.com/embed/KR_mCvb-KyY" width="440"></iframe><br />
<br />
<div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"></div><h3 style="margin-bottom: 0cm;"><b>What's In It For HR Pros?</b></h3><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">When working in Organizational Design, Talent Management or Strategic HR, we often rely on certain hypotheses that find themselves seriously challenged by Tim HARFORD's views. </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">Among these challenging points:</div><ul><li><div style="margin-bottom: 0cm;"><i>We badly need to believe in the potency of leaders. […] We have an inflated sense of what leadership can achieve in the modern world.</i></div></li>
<li><div style="margin-bottom: 0cm;"><i>We tell ourselves a story about how change happens: that the solution to any problem is a new leader with a new strategy.[…] It is impossible to know in advance what the correct strategy will be. </i> </div></li>
<li><div style="margin-bottom: 0cm;"><i>Mos people overestimate the value of centralized knowledge, and tend to overlook 'knowledge of the particular circumstances of time and place'. </i><span style="font-style: normal;">In other words, as organizations are confronted with a diverse, fast-moving range of markets, </span><i>the advantage of decentralization, rapid adaptation to local circumstances, has grown. </i> </div></li>
<li><div style="margin-bottom: 0cm;"><i>You should not let people at the head office run the business. </i> </div></li>
</ul><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;">The book has a short (but interesting) chapter called “The Adaptive Organization”. In this part, HARFORD makes the case for <b>innovative management practices</b>, like:</div><ul><li><div style="margin-bottom: 0cm;">Self-selecting teams, where colleagues vote to decide if a new employee will be kept after his trial period</div></li>
<li><div style="margin-bottom: 0cm;">Ambitious “refer a friend” recruiting schemes</div></li>
<li><div style="margin-bottom: 0cm;">Upside-down management (a form of empowerment)</div></li>
<li><div style="margin-bottom: 0cm;">Peer monitoring</div></li>
<li><div style="margin-bottom: 0cm;">The strategy of having no corporate strategy</div></li>
</ul><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;">The last chapter, titled “Adapting and You”, offers uplifting views about personal development.</div><h3 class="western" style="font-weight: normal;">Book Data</h3><ul><li><div style="margin-bottom: 0cm;">Adapt – Why Success Always Starts With Failure</div></li>
<li><div style="margin-bottom: 0cm;">By Tim Harford</div></li>
<li><div style="margin-bottom: 0cm;">Abacus – Little, Brown Book Group</div></li>
<li><div style="margin-bottom: 0cm;">265 pages + appendixes</div></li>
<li>Available at Amazon.com: <a href="http://www.amazon.com/gp/product/1250007550/ref=as_li_tf_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=1250007550&linkCode=as2&tag=hrboofthmo-20">Adapt: Why Success Always Starts with Failure</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1250007550" style="border: none !important; margin: 0px !important;" width="1" /><br />
<br />
</li>
</ul><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">To know more about the author, you can visit <a href="http://timharford.com/">http://timharford.com/</a> or follow him at <a href="https://twitter.com/TimHarford">@TimHarford</a> </div>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-85952144702863486122012-06-16T16:32:00.000+02:002012-06-16T16:32:29.700+02:00The Fifth Discipline, by Peter Senge<div style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhONG4CEYsjdUUpoZQNmef1ArZ5qHXVzgLFr5cI8dgM0hW4wUvTQdRijq7TZ-xlK6kwdLRViB6y2QVv9C3Aecny3mwLSNfBrw1tXkfVymJqPK8PRWAGljKFAquazNwM2aZ0TItifJpjPJ0/s1600/Peter-Senge-Fifth-Discipline.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhONG4CEYsjdUUpoZQNmef1ArZ5qHXVzgLFr5cI8dgM0hW4wUvTQdRijq7TZ-xlK6kwdLRViB6y2QVv9C3Aecny3mwLSNfBrw1tXkfVymJqPK8PRWAGljKFAquazNwM2aZ0TItifJpjPJ0/s200/Peter-Senge-Fifth-Discipline.jpg" width="131" /></a>To survive and to thrive, organizations need to get a sense of how best to achieve their purpose. This is how Peter Senge defines learning.<br />
<br />
The process of organizational learning involves five disciplines.<br />
<br />
Rather than synthesizing Senge's views about each of them, I'd like to highlight just a few inspiring ideas. </div><div style="margin-bottom: 0cm;"><br />
<br />
<br />
</div><ol><li><div style="margin-bottom: 0cm;"><h4><span style="font-size: medium;">Personal Mastery</span></h4></div></li>
</ol><div style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;">Organizational learning can't happen without individual learning.</div></li>
<li><div style="margin-bottom: 0cm;">Personal mastery is not an end, <b> it's a proces</b>s. It means continually expanding your ability to create the results in life you truly seek.</div></li>
<li><div style="margin-bottom: 0cm;"><b>Happiness </b>may be a result of living consistently with one's purpose. </div></li>
<li><div style="margin-bottom: 0cm;">The first step is to clarify your personal vision : to define what is important to you. (Note : some good books can help you do that : see « <a href="http://hrbookofthemonth.blogspot.be/2010/11/total-leadership-be-better-leader-have.html" target="_blank">Total Leadership</a> » and « <a href="http://hrbookofthemonth.blogspot.be/2012/02/becoming-resonant-leader-by-annie-mckee.html" target="_blank">Becoming a Resonant Leader</a> »).</div></li>
<li><div style="margin-bottom: 0cm;">The second step is learning how to see current reality more clearly. It's a lifelong discipline that involves being constantly aware of your ignorance and your growth areas. </div></li>
<li><div style="margin-bottom: 0cm;">Development comes from then tension between vision and current reality. </div></li>
<li><div style="margin-bottom: 0cm;">You can't force someone to develop his or her personal mastery. As a leader, the best you can do is <b>to be a model</b>, by committing yourself to your own personal mastery. </div></li>
</ul><div style="margin-bottom: 0cm;"></div><ol start="2"><li><div style="margin-bottom: 0cm;"><h4><span style="font-size: medium;">Mental Models</span></h4></div></li>
</ol><div style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;">Mental models are<b> internal images of how the world works</b>. These deeply held images limit us to familiar ways of thinking and acting.</div></li>
<li><div style="margin-bottom: 0cm;">Mental models are OK if they stay explicit and can be discussed. Problems arise when they become implicit. </div></li>
<li><div style="margin-bottom: 0cm;">One dangerous way of building mental models is called a <b>leap of abstraction</b>. It occurs when you take a limited amount of data and use it to build a general view. (Note : I'm afraid we HR people are specialized in leaps of abstraction. When recruiting, for example, just think of the way we draw conclusions about a candidate's personality). </div></li>
<li><div style="margin-bottom: 0cm;">A conversation can become a learning experience when there is a balance between <i>inquiry</i> (acknowledging that you may be wrong and really seeking the truth) and <i>advocacy</i> (explaining where your conclusions come from). Unfortunately, most <b>managers are trained to be good advocates</b> but not so good listeners. </div></li>
<li><div style="margin-bottom: 0cm;">One indicator of a team in trouble is when, in a long meeting, there are few questions. </div></li>
</ul><div style="margin-bottom: 0cm;"></div><ol start="3"><li><div style="margin-bottom: 0cm;"><h4><span style="font-size: medium;">Building Shared Vision</span></h4></div></li>
</ol><div style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;">A learning organization needs a shared vision. Vision provides focus and energy for learning.</div></li>
<li><div style="margin-bottom: 0cm;">A shared vision changes the relationship between an organization and its employees. It creates a <b>sense of ownership</b>.</div></li>
<li><div style="margin-bottom: 0cm;">Shared visions emerge from personal visions. </div></li>
<li><div style="margin-bottom: 0cm;">The first step to build a shared vision is to share one's personal vision and to encourage others to do the same. </div></li>
<li><div style="margin-bottom: 0cm;">Building shared vision is not a project. It's a never-ending task. It's part of a leader's daily work.</div></li>
<li><div style="margin-bottom: 0cm;">You can't “sell” someone a vision. You can't get another person to enroll or commit, because real commitment to the vision requires<b> free choice</b>. </div></li>
<li><div style="margin-bottom: 0cm;">Vision is the What. Purpose is the Why. Core values are the How. </div></li>
</ul><div style="margin-bottom: 0cm;"></div><ol start="4"><li><div style="margin-bottom: 0cm;"><h4><span style="font-size: medium;">Team</span> <span style="font-size: medium;">Learning</span></h4></div></li>
</ol><div style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;">Team learning is the process of aligning and developing the capacity of a team to create the results its members truly desire.</div></li>
<li><div style="margin-bottom: 0cm;">Dialogue and discussion are different and both are necessary. <b>Dialogue</b> means exploring together complex and subtle issues by listening to one another and suspending one's own views. <b>Discussion</b> means presenting and defending competing views to support decisions. </div></li>
<li><div style="margin-bottom: 0cm;">The difference between great teams and mediocre ones lies in <b>how they face conflict</b>. </div></li>
<li><div style="margin-bottom: 0cm;">Team learning is a skill. To develop this skill, some practice is needed. One way to practice team learning is what Senge calls “dialogue sessions”. </div></li>
</ul><div style="margin-bottom: 0cm;"></div><ol start="5"><li><div style="margin-bottom: 0cm;"><h4><span style="font-size: medium;">Systems</span> <span style="font-size: medium;">Thinking</span></h4></div></li>
</ol><div style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;">Systems thinking is what Senge calls <b>the fifth discipline</b>.</div></li>
<li><div style="margin-bottom: 0cm;"><i>Systemic thinking</i>, or <i>structural thinking</i>, is the ability to discover structural causes of behavior. It is opposed to widespread <i>linear thinking</i>, or <i>event thinking</i>. </div></li>
<li><div style="margin-bottom: 0cm;">It's the most important among the five disciplines and it is linked to each of the four others.</div></li>
<li><div style="margin-bottom: 0cm;">Small changes can produce big results, but the areas of highest <b>leverage </b>are not often obvious. </div></li>
<li><div style="margin-bottom: 0cm;">Understanding a few systemic <b> archetypes </b>can help you understand reality in a much richer way than the usual linear thinking. </div></li>
</ul><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"><br />
<h4><span style="font-size: medium;">Recommended by a seasoned HR pro</span></h4></div><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"><table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrDvUr0eTHDJR4QRXwcTsRLu1JwkmtQI3T91q7CmVTae49g0OwAe63iF2yppIZe0MVsG-JiVbW8slMkq6Uq_xGuzZ5pHYWrDclin9iRSvByY7kqDcJIBZy-PMgSIDen1T8wEOLVxuMoM4/s1600/Tom-Haak.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgrDvUr0eTHDJR4QRXwcTsRLu1JwkmtQI3T91q7CmVTae49g0OwAe63iF2yppIZe0MVsG-JiVbW8slMkq6Uq_xGuzZ5pHYWrDclin9iRSvByY7kqDcJIBZy-PMgSIDen1T8wEOLVxuMoM4/s200/Tom-Haak.jpg" width="199" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Tom HAAK</td></tr>
</tbody></table><a href="http://nl.linkedin.com/in/tomhaak">Tom HAAK</a>, Corporate HR Director at Arcadis in Amsterdam, is the professional that recommended this book to me. You should check out <a href="http://tomhaakhr.wordpress.com/">his HR blog</a>, where Tom shares the lessons of his 30 years of experience in Human Resources at an international level. </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">Here's what Tom has to say about The Fifth Discipline:</div><div style="margin-bottom: 0cm; margin-left: 2.5cm;"><br />
</div><div style="margin-bottom: 0cm; margin-left: 2.5cm;">“<i>Early 90s I went to a seminar organized by the European Foundation for Management Development, in Brussels. The theme was 'The Learning Organization', very fashionable in those days.</i></div><div style="margin-bottom: 0cm; margin-left: 2.5cm;"><i></i><br />
<i> Highlight of the program was a session led by Peter Senge, Chris Argyris and Arie de Geus (formerly Shell). In groups we played the beer game. A description of the game can be found in Chapter 3 of the Fifth Discipline.</i></div><div style="margin-bottom: 0cm; margin-left: 2.5cm;"><i><br />
Here were 100 or more people playing the game in groups of 10. The objective of the game his to demonstrate learning disabilities, and this was done very successfully. And it was great fun. After the beer game there was a stimulating dialogue between Senge, Argyris and De Geus. The atmosphere was exciting, and most of the people in the room felt energized to go back home and create learning organizations.</i></div><div style="margin-bottom: 0cm; margin-left: 2.5cm;"><i><br />
I had already read the book. For me this was a breakthrough. Finally here was somebody who was showing the root causes of dysfunctional organizations. Senge showed a way to improve the learning capabilities of people and organizations.</i></div><div style="margin-bottom: 0cm; margin-left: 2.5cm;"><i><br />
Many of the myths and mental models described in Senge's book are still fully functioning today (alas). Creating learning organizations is not easy. Mastering the five disciplines of Senge takes life-long learning and a lot of practice.</i></div><div style="margin-bottom: 0cm; margin-left: 2.5cm;"><i><br />
After 22 years Senge's book is still very actual and readable. It might be time for a revitalization of The Learning Organization.”</i></div><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"><br />
</div><h4 class="western">Book Data</h4><ul><li><div style="margin-bottom: 0cm;">The Fifth Discipline. The Art & Practice of The Learning Organisation. (New edition, revised and updated)</div></li>
<li><div style="margin-bottom: 0cm;">By Peter M. Senge </div></li>
<li><div style="margin-bottom: 0cm;">Random House Business Books</div></li>
<li><div style="margin-bottom: 0cm;">382 pages + appendixes</div></li>
<li>Available at Amazon.com: <a href="http://www.amazon.com/gp/product/0385517254/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=0385517254">The Fifth Discipline: The Art & Practice of The Learning Organization</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0385517254" style="border: none !important; margin: 0px !important;" width="1" /><br />
</li>
</ul><br />
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</div>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-7183005847148178002012-05-20T20:19:00.000+02:002012-05-20T20:19:36.895+02:00The Rare Find, by George AndersI am grateful to <a href="http://www.linkedin.com/in/danubio" target="_blank">Michael Danubio</a> for recommending me this book. When he did, Michael was Talent Acquisition Director at Hasbro. He is now Human Resources Director at the Boston Red Sox.<br />
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<div lang="en-US" style="margin-bottom: 0cm;"><b>Everybody Wants the Top Performers</b></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgf02frnHFff1nS_Hwb2-y_C04as3bc9ya26_5ZBJq0YABsneCYpi6Ct_Smyzy3g8Qygg1H4QLhxKIA4Gi_d_3djY7XG44o5jik-t1gfZ5QhCwiRsW9niwoYojdOoLcljEqJ7rC8QRn4D4/s1600/The-Rare-Find-Anders.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgf02frnHFff1nS_Hwb2-y_C04as3bc9ya26_5ZBJq0YABsneCYpi6Ct_Smyzy3g8Qygg1H4QLhxKIA4Gi_d_3djY7XG44o5jik-t1gfZ5QhCwiRsW9niwoYojdOoLcljEqJ7rC8QRn4D4/s320/The-Rare-Find-Anders.jpg" width="211" /></a>It is often said that top performers produce as much as 10 times more than the average worker. In specific fields that put a very high premium on excellence, like professional sports, popular music, investment banking or literature, the gap may be even higher. </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">In business, Jim Collins showed that companies making the leap from <a href="http://hrbookofthemonth.blogspot.com/2011/12/good-to-great-by-jim-collins.html">good to great</a> build their success on talent : first they recruit outstanding people, then they define a strategy. </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">So, obviously, everybody wants to recruit exceptional talent. The Rare Find is not a book about recruitment in general. It focuses on how to source and select top performers. </div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Being a journalist, George Anders interviewed hundreds of successful recruitment professionals. He asked them how they proceed to find exceptional talent. His sources include army officers, basketball scouts, venture capitalists, surgeons, academics, country music producers, CEO recruiters and even a Facebook "Puzzle Master". </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><h3 lang="en-US" style="margin-bottom: 0cm;"><b>Compromise On Experience; Never Compromise On Character</b></h3><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Anders' inspiring recommendations include the following:</div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>A wide view of talent</b></span><span lang="en-US"><span style="font-weight: normal;">: the best assessors don't stick to classic measures of experience. They don't look for people that are immediately ready for the job, but for candidates that might reach excellence in a few years, based on specific traits. In other words, these recruiters can compromise on experience, but not on character. (Other authors have the opposite opinion: they think that, when selecting leaders, we tend to focus too much on the candidates' potential, as opposed to craftsmanship. This view is expressed, for example, in “</span></span><a href="http://hrbookofthemonth.blogspot.com/2011/10/corporate-reputations-branding-and.html">Corporate Reputations, Branding and People Management</a><span lang="en-US"><span style="font-weight: normal;">”, by Martin and Hetrick).<br />
</span></span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Reading résumés upside down</b></span><span lang="en-US"><span style="font-weight: normal;">. This means that you focus first on a candidate's biographical details, which give you a sense of his personality. Then, you can check the classic markers of competence, like education and professional experience. <br />
</span></span> </div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Aggressive listening</b></span><span lang="en-US"><span style="font-weight: normal;">: great talent scouts are great listeners. Intensely interested and focused, they ask a lot of follow-up questions in order to zero in on the issues that relate to candidates' core character. That's a very good point, that was also made a few months ago by HR blogger Tim Sackett, in a brilliant post called “</span></span><span style="font-weight: normal;"><a href="http://www.timsackett.com/2012/02/15/interview-questions/">The Only Interview Questions You’ll Ever Need</a> ». <br />
</span> </div></li>
<li><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><b>Picking one trait that matters more than anything</b>. For many jobs, resilience might be what distinguishes high achievers from other good candidates. </div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Announcing tough challenges as a way to attract the best candidates</b></span><span lang="en-US"><span style="font-weight: normal;">. If the position you offer involves high demands, you should not formulate them as liabilities. High achievers might view them as opportunities to learn and grow. <br />
</span></span> </div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Seeing what could go right</b></span><span lang="en-US"><span style="font-weight: normal;">. Most assessors use interviews to detect each candidate's flaws. When searching for exceptional talent, a better way could be to start by looking for what can go right. Does the candidate have a hidden potential? Under the right conditions, could he become a great performer in a specific field?</span></span></div></li>
</ul><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"><span lang="en-US"><span style="font-weight: normal;">And these are just examples, as the book provides many other useful ideas and advice.</span></span></div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US"><span style="font-weight: normal;">If your job involves recruiting highly talented people, you should definitely read it. In these times of “war for talent” the Rare Find supplies heavy weaponry for HR snipers!</span></span></div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"></div><h3>Book Data</h3><ul><li>The Rare Find - Spotting Exceptional Talent Before Everyone else</li>
<li>By George Anders</li>
<li>Penguin Business</li>
<li>247 pages</li>
<li>Available at Amazon.com: <a href="http://www.amazon.com/gp/product/1591844258/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=1591844258">The Rare Find: Spotting Exceptional Talent Before Everyone Else</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1591844258" style="border: none !important; margin: 0px !important;" width="1" /><br />
</li>
</ul>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-27207805857860834182012-04-24T07:19:00.000+02:002012-04-24T07:19:08.595+02:00DRIVE, by Daniel H. Pink<div lang="en-US" style="margin-bottom: 0cm;">In September 2011, HR leader <a href="http://www.linkedin.com/in/cjudy">Charlie Judy</a> wrote an <a href="http://hrfishbowl.com/2011/09/non-commissioned-drive/">enthusiastic post</a> about “Drive” on his <a href="http://hrfishbowl.com/">HR Fishbowl blog</a>. </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Here is how Charlie's article started:</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm; margin-left: 1.61cm;">“<i><span lang="en-US">As an HR Professional you play an integral role in helping your organization motivate its employees. If you believe this, then you really should read Daniel Pink’s bestselling “Drive”. In 220 pages, it will take everything the archaic world of business has taught you about “what motivates us,” turn it on its head, a</span><span lang="en-US"><span style="font-weight: normal;">nd </span></span></i><b><span lang="en-US"><span style="font-weight: normal;"><i>slap you across the face with an enlightenment toward the binding constraints your organization is likely imposing on its people</i>. »</span></span></b></div><div style="margin-bottom: 0cm; margin-left: 1.61cm;"><br />
</div><h3 style="margin-bottom: 0cm;"><span lang="en-US">No More Carrots and Sticks!</span></h3><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgnz7pnsFFPr34Yr3ZUMLElWuYrrFd8uyiuiDmtE389spopPA17813wZczgiKZUUDxc46TDy8Qy3m1BKJZpcFu_AoaTVOHVBX6CtAb_DGls-1IBh18L3Mlwf1jlXijR-1LYgbPvzbtNAbQ/s1600/Drive-by-Daniel-Pink.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgnz7pnsFFPr34Yr3ZUMLElWuYrrFd8uyiuiDmtE389spopPA17813wZczgiKZUUDxc46TDy8Qy3m1BKJZpcFu_AoaTVOHVBX6CtAb_DGls-1IBh18L3Mlwf1jlXijR-1LYgbPvzbtNAbQ/s320/Drive-by-Daniel-Pink.gif" width="211" /></a>In “Drive”, Daniel Pink unveils a major gap between what science knows and what business does. Social scientists have shown that traditional motivation techniques, like cash rewards, often don't work. Worse: they sometimes do more harm than good!</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">What is called “extrinsic motivation” has a positive effect on performance only when the task at hand is very simple, almost mechanical. But when it comes to the complex tasks that are typical of the 21<sup>st</sup> century knowledge workers, carrots and sticks are just a waste of time and money.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">So, instead of elaborating traditional bonus schemes, we HR people (as well as all organizational leaders) should focus on fostering “intrinsic motivation” in our organizations. To do that, there are three levers we can activate:</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><ol><li><div lang="en-US" style="margin-bottom: 0cm;"><b>Autonomy </b>: To feel motivated, people should have control on what they do, when they do it, with whom, and how. </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Mastery </b>: Seeing that, through relentless efforts, you are getting better and better at something that matters is a very motivating experience. It starts with <i>flow</i>, this good feeling that we have when we perform at the top level of our skills.</div></li>
</ol><div lang="en-US" style="margin-bottom: 0cm;"></div><ol start="3"><li><div lang="en-US" style="margin-bottom: 0cm;"><b>Purpose</b>: We all do a better job when we know that it serves the greater good, not just profit or personal income.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div></li>
</ol><div lang="en-US" style="margin-bottom: 0cm;"></div><h3 lang="en-US" style="margin-bottom: 0cm;">A Serious, Useful... and Funny Book!</h3><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Drive is a serious book: it is based on a review of the scientific literature.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">It is also useful, filled with examples from big corporations, technology companies or hospitals. It offers a toolkit that includes practical advice about:</div><ul><li><div lang="en-US" style="margin-bottom: 0cm;">Awakening your (personal) motivation</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Fostering intrinsic motivation in your organization</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Compensation : how to pay people in a way that does not get in the way of motivation (specially relevant for HR professionals)</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Educating your kids</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Getting (and staying) motivated to exercise</div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;">As part of his toolkit, Pink presents a reading list (I really love that guy!) and the names of six business gurus that offer guidance consistent with Pink's views.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Last but not least, reading “Drive” is really funny. As you will notice in the videos below, Daniel Pink has a great sense of humor!</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><h3 class="western" lang="en-US">Videos</h3><div lang="en-US">In this speech at TED's 2009 Global Conference in Oxford, Daniel Pink offered a passionate and convincing summary of his book: </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/rrkrvAUbU9Y?feature=player_embedded' frameborder='0'></iframe></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;">And in this one, his summary is illustrated by nice drawings:</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><span id="goog_1498617410"></span><span id="goog_1498617411"></span><br />
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<div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/u6XAPnuFjJc?feature=player_embedded' frameborder='0'></iframe></div><br />
<h3> Book Data</h3><ul><li>DRIVE - The Surprising Truth About What Motivates Us</li>
<li>By Daniel H. Pink</li>
<li>Canongate Books</li>
<li>215 pages</li>
<li>Available at Amazon.com: <a href="http://www.amazon.com/gp/product/1594484805/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=1594484805">Drive: The Surprising Truth About What Motivates Us</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1594484805" style="border: none !important; margin: 0px !important;" width="1" /> <br />
</li>
</ul><br />
<h3> More about Drive and Daniel H. Pink</h3><br />
<ul><li>At <a href="http://www.danpink.com/drive-survey">www.danpink.com/drive-survey</a> you can fill out a survey to assess your own levels of motivation.</li>
<li>You can also subscribe to a newsletter and receive a free PDF called "<i>The Flip Manifesto: 16 Counterintuitive Ideas About Motivation, Innovation, and Leadership"</i></li>
<li><i>And you can follow </i><a href="https://twitter.com/#%21/DanielPink" target="_blank" title="">@danielpink</a> on Twitter. </li>
</ul><br />
Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-65269931044869120652012-03-25T18:45:00.001+02:002012-03-25T18:45:00.336+02:00Financial Intelligence for HR Professionals, by Karen BERMAN and Joe KNIGHT<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZxWgDtcCW06KHEF4zQlk2CTs41fUxsQz_nUtUQe1IQ776aKJNhZ2OaMBlHfezrWMsd9gtVVr6y63PoSGpWmLbCMt9yF_zhBVD5cd4mvcffl2lp-1tBcIWF5ofueJ3f9lmc6OgwIx5EN0/s1600/Financial-Intelligence-HR-Berman-Knight.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZxWgDtcCW06KHEF4zQlk2CTs41fUxsQz_nUtUQe1IQ776aKJNhZ2OaMBlHfezrWMsd9gtVVr6y63PoSGpWmLbCMt9yF_zhBVD5cd4mvcffl2lp-1tBcIWF5ofueJ3f9lmc6OgwIx5EN0/s1600/Financial-Intelligence-HR-Berman-Knight.jpg" /></a></div><br />
<div lang="en-US">HR leaders need to be well-rounded managers. If we really want to become strategic partners, we need to understand the business we support. And one key to understand it is to know the language of finance.</div><div lang="en-US"><br />
</div>I once heard a university professor argue that "<i>If a director of HR can't read his company's balance sheet, he shouldn't be a director</i>". I think he was right (even though his statement made me feel very bad at the time). <br />
<br />
More generally, Karen BERMAN and Joe KNIGHT advocate for financial literacy for all. They believe that organizations would be better run if all managers, even all employees, understood the basics of finance.<br />
<br />
In this brilliant book, they explain the many subtleties of corporate finance, and how these can affect HR:<br />
<ul><li>How to read an income statement, a balance sheet, and a cash flow statement;</li>
<li>Why these are relevant and complimentary to understand the realities of a particular organization;</li>
<li>How finance is as much an art as a science, because estimations and assumptions can have a strong impact on the numbers published;</li>
<li>How this "art of finance" can have important consequences for an HR department; </li>
<li>How to calculate and use relevant ratios;</li>
<li>How to champion financial literacy in your organization. </li>
</ul>I never thought that a book about finance could be so enjoyable and "reader-friendly". All concepts are explained in simple words and illustrated by real-life examples. The appendixes include the income statements, balance sheets and cash flow statements of Kimberly-Clark and Fedex, which can be used in exercises.<br />
<br />
This is really a must-read for every HR leader. <br />
<br />
<br />
<br />
<span style="font-size: large;">Book Data</span><br />
<ul><li>Financial Intelligence for HR Professionals: What You Really Need to Know About the Numbers</li>
<li>By Karen BERMAN and Joe KNIGHT, with John CASE</li>
<li>Harvard Business Press</li>
<li>232 pages (+appendixes)</li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/1422119130/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=1422119130">Financial Intelligence for HR Professionals: What You Really Need to Know About the Numbers</a></li>
</ul><br />
For additional information and updates, the book has an official website: <a href="http://www.financialintelligencebook.com/">www.financialintelligencebook.com</a>.Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-48505192137343258762012-02-22T06:33:00.000+01:002012-02-22T06:33:22.181+01:00"Becoming a Resonant Leader" by Annie McKee, Richard Boyatzis, Frances Johnston<div class="separator" style="clear: both; text-align: center;"></div><b>Becoming a Resonant Leader offers a practical answer to the question: “How do you use Daniel Goleman's theory of Emotional Intelligence to become an inspiring leader?”</b><br />
<br />
It is a reading recommendation coming from Barcelona, where <a href="http://www.linkedin.com/in/rosalindahdz">Rosalinda Hernández</a> works as Europe Talent Acquisition at <a href="http://www.pepsico.com/Careers.html">PepsiCo</a>. She tweets at <a href="https://twitter.com/#%21/Recruiter_Rosie">@Recruiter_Rosie</a>. <br />
<br />
<div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US"></div><div lang="en-US"><span style="font-size: large;"><b>More Than 50 Leadership Exercises</b></span></div><div lang="en-US"><br />
</div><div lang="en-US"><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBra_kGX4mM_3Q1jLsT5ksjO4azC0isMSagbaFf7e2im7i-LMGaXOsYdR_vqgeui0fQyv1kSgh8XkFsTQ2ppbsY2auPPIVMN_odJaTOLqpPjJ1s23Me3JXI8LKpZVEqhxq4aMjfVj7Z2g/s1600/Becoming-a-Resonant-Leader.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBra_kGX4mM_3Q1jLsT5ksjO4azC0isMSagbaFf7e2im7i-LMGaXOsYdR_vqgeui0fQyv1kSgh8XkFsTQ2ppbsY2auPPIVMN_odJaTOLqpPjJ1s23Me3JXI8LKpZVEqhxq4aMjfVj7Z2g/s320/Becoming-a-Resonant-Leader.jpg" width="250" /></a></div>You don't <i>read</i> this book as much as you <i>use</i> it, with a pen in your hand. Offerin<span style="font-weight: normal;">g more than 50 exercises, it is really a practical guide that aims to make you reflect on how to bec</span>ome a better leader by leveraging your emotional intelligence. It is also filled with inspiring examples. </div><div lang="en-US"><br />
</div><div lang="en-US">The exercises reminded me very much of those I have found so profoundly useful when I read <a href="http://hrbookofthemonth.blogspot.com/2010_11_01_archive.html">Total Leadership, by Steward Friedman</a>. </div><div lang="en-US"><br />
</div><div lang="en-US">Both books offer a holistic perspective about personal development and leadership: becoming a great leader requires you to know who you are and what you want.</div><div lang="en-US">First, McKee, Boyatzis and Johnston make you think about:</div><ul><li><div lang="en-US"><b>Important people around you</b> : who do you admire, who do you lead, who can help you...</div></li>
<li><div lang="en-US"><b>How you work</b> : your defensive routines, your passions, your strengths and challenges, your philosophical orientation, your learning style...</div></li>
<li><div lang="en-US"><b>What you want</b> : your ideal life, your dreams, your personal vision...</div></li>
</ul><div lang="en-US"></div><div lang="en-US">Then, the authors help you use this knowledge to develop a personal learning plan.<br />
</div><div lang="en-US">And finally, they explain how to ignite resonance in teams, organizations and communities. </div><div lang="en-US"><br />
</div><div lang="en-US"><span style="font-size: large;"><b>Useful Leadership Tools and Concepts</b></span></div><div lang="en-US">Let me share five tools or concepts developed in the book that seem particularly useful from my HR point of view. </div><ul><li><div lang="en-US"><b>Resonance</b> is defined as “<i>a powerful collective energy that reverberates among people and supports higher productivity, creativity, a sense of unity, a sense of purpose, and better results</i>”. It is, in other words, the link between emotional intelligence and organizational success.</div></li>
<li><div lang="en-US"><b>Self-awareness</b> is the foundation of emotional intelligence: when you meet a great leader, you feel that she knows who she is and what is important to her. In particular, good leaders show emotional awareness: they can name and manage their emotions. The way to improve emotional awareness is to practice <b>mindfulness</b>, i.e. to become consciously attuned to oneself, others and the environment. (In a <a href="http://hrfishbowl.com/2012/02/guest-post-case-for-meditative-hr/">recent post</a> on the <a href="http://hrfishbowl.com/"> HRFishbowl</a> blog, I wrote about the link between meditation, mindfulness, and good HR).</div></li>
<li><div lang="en-US"><b>The sacrifice syndrome</b> is precisely one of the things that await leaders when they lack mindfulness. As they try to respond to the many demands they face, their stress mounts above the level they can handle. Their tactics for avoiding this stress are part of the problem. They soon feel overdrawn physically, mentally and emotionally.</div></li>
<li><div lang="en-US"><b>The philosophical orientation questionnaire</b> included in the book lets you determine your preferences regarding three basic operating philosophies:</div><ul><li><div lang="en-US"><b>Pragmatic</b>: you appreciate an activity if it helps you achieve your goals. This operating philosophy is linked to utilitarianism and consequentialism.</div></li>
<li><span lang="en-US"><b>Intellectual</b></span><span lang="en-US">: you appreciate an activity if it helps you learn and understand new things. You tend to use abstract variables to understand and describe the world.<br />
</span></li>
<li><span lang="en-US"><b>Human</b></span><span lang="en-US">: you appreciate an activity if it has a positive impact on specific other people, and on your relationship with them. </span> <br />
</li>
<li><span lang="en-US">The authors explain that if your scores on those variables are close together, you can feel conflicted when making certain types of decisions. This proved relevant in my case: I scored equally high scores on “intellectual” and “human”, and I'm afraid I'm sometimes an indecisive person indeed. <br />
</span> </li>
</ul></li>
<li><div lang="en-US"><b>Planning Style</b>. Annie McKee found in her research that when it comes to think about the future, people use three different approaches:</div><ul><li><div lang="en-US"><b>Goal-oriented</b> planners tend to focus on very specific goals and outcomes. </div></li>
<li><div lang="en-US"><b>Direction-oriented</b> people know the general path they wish to pursue, but they don't set very specific objectives. They might be less effective than goal-oriented people, but they are also more flexible, which helps them spot opportunities. </div></li>
<li><div lang="en-US">Being <b>action-oriented</b> means living for the moment, without many thoughts about the future. Action-oriented people are spontaneous. </div></li>
<li><div lang="en-US">And as the authors say, each of these three styles has wisdom for the other. </div></li>
</ul></li>
</ul><div lang="en-US"></div><div lang="en-US">The book also provides ideas and a methodology to conduct participative processes that could be used for team-building, vision-building or change initiatives.<br />
</div><div lang="en-US">If you work in HR, it can thus be useful in a variety of ways: for yourself, for people you coach, or for your organization as a whole. </div><div lang="en-US"><br />
<br />
</div><div lang="en-US"><span style="font-size: large;"><b>Book Data</b></span></div><div lang="en-US"></div><ul><li><div lang="en-US" style="margin-bottom: 0cm;"><b>Becoming a Resonant Leader - Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness</b></div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">By Annie McKee, Richard Boyatzis and Frances Johnston</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Harvard Business Press</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">213 pages</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Available on Amazon.com: <a href="http://www.amazon.com/gp/product/1422117340/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=1422117340">Becoming a Resonant Leader</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1422117340" style="border: none !important; margin: 0px !important;" width="1" /> </div></li>
</ul>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com3tag:blogger.com,1999:blog-279180133556318101.post-49518016900006166032012-02-16T20:26:00.000+01:002012-02-16T20:26:00.542+01:00The Case for Meditative HRI am honored and excited to have an article of mine published today on <a href="http://hrfishbowl.com/">HRFishbowl.com</a>, Charlie Judy's excellent HR blog:<br />
<a href="http://hrfishbowl.com/2012/02/guest-post-case-for-meditative-hr/%20">http://hrfishbowl.com/2012/02/guest-post-case-for-meditative-hr/ </a><br />
<br />
<br />Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-82512130308282839142012-01-18T21:57:00.003+01:002012-01-18T21:57:00.873+01:00REWORK, by Jason Fried and David Heinemeier Hansson<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhB78yMEegN4qC9wAK9Ms5SegtMJ6UTjcbvhUgROyD6nwVv0N-04G2kr9ubH6FrhmSX-eRea295Z5VXC98AoB0-N8v5ZAJbS7O7B9hjL1LWqMqqS8p1df8gOG3Eem7FxDu2JbZEhpMpiXg/s1600/Rework.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhB78yMEegN4qC9wAK9Ms5SegtMJ6UTjcbvhUgROyD6nwVv0N-04G2kr9ubH6FrhmSX-eRea295Z5VXC98AoB0-N8v5ZAJbS7O7B9hjL1LWqMqqS8p1df8gOG3Eem7FxDu2JbZEhpMpiXg/s320/Rework.jpg" width="200" /></a>Rework is recommended by <a href="http://frederic.williquet.net/">Frédéric Williquet</a>. Frédéric is a Managing HR Consultant <span class="at">at </span> <a class="company-profile-public" href="http://www.sdworx.com/"><span class="org summary">SD Worx</span></a>. <br />
<br />
<br />
<div lang="en-US" style="margin-bottom: 0cm;">This publication stands in the same category as Kawasaki's <a href="http://hrbookofthemonth.blogspot.com/2011/11/enchantment-by-guy-kawasaki.html">Enchantment</a> and Ferris' <a href="http://hrbookofthemonth.blogspot.com/2011/04/4-hour-workweek-by-timothy-ferris.html">4-HourWorkweek</a>. Bold, smart, short, easy to read, these books do not try teach us any theories, but they let us feel the trends of the 21th-century workplace.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Jason Fried and David Heinemeier Hansson are the leaders of a successful software company called <a href="http://37signals.com/">37signals</a>. In this book, they share the recipes of their entrepreneurial success and give their points of view about different aspects of launching and running a company.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">The book is hard to synthesize. It is a collection of ideas and statements about how a business should be run. It could have been titled “Lean Business” or something like that.</div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><span style="font-size: large;">Things They Like</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Here are a few examples of what Fried and Heinemeier Hansson are in favor of:</div><div lang="en-US" style="margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="margin-bottom: 0cm;"><b>Constraints</b>, because embracing them enhances creativity;</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Good enough</b> (a case against perfectionism);</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Quick wins</b>, as they fuel momentum;</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Tiny decisions</b>, because they are temporary and thus let you change your mind when you realize you've made a mistake;</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Fights</b>: naming your enemy (a big competitor) helps you get noticed and ignite passion;</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Underdoing one's competitio</b>n, meaning that developing a product that has less features than the competition can be a very competitive strategy;</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Saying no</b>, i.e. resisting the temptation to satisfy every customer request; </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Obscurity</b>, defined as the period when your company is too young and small to get noticed, allows you to make bolder choices;</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Great writers</b>, because good writing is a sign of clear thinking;</div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><span style="font-size: large;">Things They Hate</span> </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">And a few of the things they advocate against:</div><div lang="en-US" style="margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="margin-bottom: 0cm;"><b>Workaholism</b>, because it leads to inefficiency: workaholics prefer staying late and feeling like heroes than imagining smart solutions and focusing their energy on what really matters.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Learning from mistakes</b>, as learning what not to do is not as useful as knowing what to do.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Outside money</b>: the investors will always end up telling you what to do, with their own financial interests in mind. </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Mass</b>, i.e. procedures, formal rules, policies, long-term contracts and road maps, office politics, etc. don't let you change things as quickly as you'd like.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Meetings</b>, which are basically a massive waste of time.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Heroes</b>, because sometimes it's better to be a quitter than a hero. If you realize that a task is going to be much more difficult or time-consuming than anticipated, you should give it up. </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Estimates</b>, as we human beings are really bad at estimating.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Long to-do lists</b> (don't get done).</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>Press releases</b>, which are comparable to spam.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>ASAP</b>, because when everything you ask is “ASAP”, people can't tell anymore what is really a priority.</div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><span style="font-size: large;">What's in It for HR pros?</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Rework has an interesting chapter about hiring. It can make us think again about the way we recruit and select. For example, in the authors' view:</div><div lang="en-US" style="margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="margin-bottom: 0cm;">Resumes are spam. They are of much less use than cover letters.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Requiring five years of experience is irrelevant.</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">We should exercise a profession ourselves before hiring someone else to do the job (OK, that might be easier in small companies than in Fortune 500 corporations!).</div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;">The book also offers a fresh perspective on our work habits. We in HR might play a key role in fighting against bureaucracy, workaholism, or useless meetings. In our own organizations, big or small, we could be the advocates of the type of lean management presented by Fired and Heinemeier Hansson.</div><br />
<br />
<span style="font-size: large;">Book data</span><br />
<ul><li>Rework - Change the Way you Work Forever</li>
<li>By Jason Fried and David Heinemeier Hansson. They run <a href="http://37signals.com/">37signals.com</a> and a blog called <a href="http://37signals.com/svn">Signal versus Noise</a></li>
<li>Vermilion (Ebury Publishing)</li>
<li>279 pages</li>
<li><a href="http://www.amazon.com/gp/product/0307463745/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=0307463745">Available on Amazon.com: Rework</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0307463745" style="border: none !important; margin: 0px !important;" width="1" /> </li>
</ul>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-48335441612176127282011-12-18T19:30:00.000+01:002011-12-18T19:30:01.834+01:00Good to Great, by Jim Collins<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYjlFvpNM4hCg9n81vmASqlcJsdOCzcEDX_qPM4ejqtQyVz4KbFHD6R7EFviQ7hjL67jMQB6PTkT_G3lg2GcOE-LNu1AYXxdZG9orXNE2rA93V8kMOg5ixMSxva6ZGKZYcEAnjgADDGoo/s1600/Collins-Good-to-Great-250.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"> </a></div><div lang="en-US" style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYjlFvpNM4hCg9n81vmASqlcJsdOCzcEDX_qPM4ejqtQyVz4KbFHD6R7EFviQ7hjL67jMQB6PTkT_G3lg2GcOE-LNu1AYXxdZG9orXNE2rA93V8kMOg5ixMSxva6ZGKZYcEAnjgADDGoo/s1600/Collins-Good-to-Great-250.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYjlFvpNM4hCg9n81vmASqlcJsdOCzcEDX_qPM4ejqtQyVz4KbFHD6R7EFviQ7hjL67jMQB6PTkT_G3lg2GcOE-LNu1AYXxdZG9orXNE2rA93V8kMOg5ixMSxva6ZGKZYcEAnjgADDGoo/s320/Collins-Good-to-Great-250.gif" width="208" /></a>What makes a company achieve outstanding results?</div><ul><li><div lang="en-US" style="margin-bottom: 0cm;">A charismatic, rock-star CEO? </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Huge efforts to build a visionary strategy, followed by a great program intended to catalyze organizational change? </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Powerful incentives to motivate all members of an organization?</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">The quick adoption of cutting-edge technologies?</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">State-of-the-art HR policies ? </div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">Nope! <span lang="en-US">Building greatness takes </span><span lang="en-US"><i>disciplined</i></span><span lang="en-US"> people, engaging in </span><span lang="en-US"><i>disciplined</i></span><span lang="en-US"> actions based on </span><span lang="en-US"><i>disciplined</i></span><span lang="en-US"> thought. </span> </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">This is the astonishing conclusion of the in-depth analysis made by Jim COLLINS and his team.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Good to Great is based on the study of eleven American companies that, after a period of ordinariness, at some point made the leap to greatness (as measured by financial performance on the stock market). </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">The reasons why these companies succeeded in such a spectacular manner derive from a few simple principles:</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><ul><li><div lang="en-US" style="margin-bottom: 0cm;"><b>Level 5 Leaders</b>. The research showed that Good-to-Great companies were lead by managers who shared two personality traits: a great personal humility and a very strong resolve for their company to achieve greatness. <br />
</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>First Who, Then What</b>. Obviously, you need a great team to build a great company. But what these companies did was first to recruit great people, and then to define a strategy.<br />
</div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>The Stockdale Paradox</b></span><span lang="en-US">. Good-to-Great companies were able to confront the brutal facts. For example, one of them was able to understand that its core activity was going to disappear and that it needed to redefine its core business. But while acknowledging the tough reality, these organizations never lost faith that in the end, they would prevail. COLLINS called this attitude “the STOCKDALE paradox” after a US army hero. Admiral Jim STOCKDALE was a war prisoner in Vietnam for eight years. He survived and helped his fellow prisoners survive too, by being very realistic about short-term outcomes (don't hope you'll be home for Christmas) yet never stopping to believe that they would be free in the end. <br />
<br />
</span> </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>The Hedgehog Concept</b>. While a fox is very smart an can implement many strategies, the hedgehog has only one, very simple strategy (rolling up to become a sphere full of spikes) and uses it very consistently. Good-to-Great companies are much more like hedgehogs than like foxes. They find out what they can be the best in the world at, what they are passionate about, and what drives their economic engine. These are simple things, nothing sophisticated. Then, they just focus on this core concept that drives all their actions. <br />
</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;"><b>A Culture of Discipline</b>. In Good-to-Great companies, discipline has nothing to do with tyranny or bureaucracy: it is a mix of liberty and responsibility. Discipline also means staying focused on the hedgehog concept, even if it means renouncing to apparent opportunities.</div></li>
</ul><ul><li><div lang="en-US" style="margin-bottom: 0cm;"><b>Technology as an Accelerator</b>. Good-to-Great companies do not feel the need to be the first to adopt new technologies. They take the time to understand how they can use technology in a way that is consistent with their hedgehog concept.</div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><span style="font-size: large;">A Solid Methodology</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Jim COLLINS used to teach at Stanford. To write this book, he worked with a strong team that spent several years collecting and analyzing huge quantities of relevant data. The statistical significance of their method was validated by two distinguished professors: a statistician and a mathematician. </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">The skeptical reader can find details about this solid methodology in the notes and appendixes.</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><span style="font-size: large;">Good to Great and the Social Sectors</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimUjrSEnvIfiEFaT-T2jdQxhlz5wjrTGiZtQLNqopvG1pAaFG0w5bboGEOE1FwlDVjHZbjgEkFDiZUOwNMhS8RhNEkdIeLoy6rKQGVHEjlvDXjBpPP50YXq_NLyvMPAPyZ11HTYORy6WI/s1600/Collins-Good-to-Great-Social-Sectors-250.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimUjrSEnvIfiEFaT-T2jdQxhlz5wjrTGiZtQLNqopvG1pAaFG0w5bboGEOE1FwlDVjHZbjgEkFDiZUOwNMhS8RhNEkdIeLoy6rKQGVHEjlvDXjBpPP50YXq_NLyvMPAPyZ11HTYORy6WI/s200/Collins-Good-to-Great-Social-Sectors-250.gif" width="127" /></a><span style="font-size: small;">Working in healthcare, I was particularly interested by “Good to Great and the Social Sectors”, a short monography COLLINS wrote to accompany “Good to Great”. </span> </div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><span style="font-size: small;"><br />
</span></div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><span style="font-size: small;">COLLINS explains why, for non-profit organizations, being more “business-like” is not a relevant approach: after all, most companies are either mediocre or merely good anyway. </span> </div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><span style="font-size: small;"><br />
</span></div><div lang="en-US" style="font-weight: normal; margin-bottom: 0cm;"><span style="font-size: small;">We should not try to imitate the world of business but embrace (and adapt) the principles that can lead to greatness. </span> </div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><span style="font-size: large;">How is this book useful to HR practitioners?</span></div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Good to Great challenges some beliefs that are widely shared amongst HR professionals:</div><ul><li><div lang="en-US" style="margin-bottom: 0cm;">We often think that we should select the professionals that best fit our organization's strategy. Instead, maybe we should first hire the best professionals and then, define the strategy with them. The “First Who, Then What” principle shows that recruiting is the first step on the path to success. Good news for HR!</div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="margin-bottom: 0cm;">We are generally interested in the theme of Motivation. COLLINS thinks that it is useless: in his view, if you hire the right people and do not make stupid or unfair decisions, they will always be motivated. </div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="margin-bottom: 0cm;">The idea of “Level 5 leaders” may challenge our common approach to leadership. Maybe the best leaders are not the most charismatic.</div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><ul><li><div lang="en-US" style="margin-bottom: 0cm;">Personally, I think I need to use the hedgehog concept. The book has made me understand how discipline and focus are at least as important as creativity and innovation. </div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;"></div><span style="font-size: large;">Book data</span><br />
<ul><li><div lang="en-US" style="margin-bottom: 0cm;">"Good to Great - Why some Companies Make the Leap... and Others Don't" </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">By Jim COLLINS</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Harper Business</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">218 pages (+appendixes)</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Available on Amazon.com: <a href="http://www.amazon.com/gp/product/0066620996/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399369&creativeASIN=0066620996">Good to Great: Why Some Companies Make the Leap... and Others Don't</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0066620996&camp=217145&creative=399369" style="border: none !important; margin: 0px !important;" width="1" /></div></li>
</ul>And:<br />
<ul><li><div lang="en-US" style="margin-bottom: 0cm;">"Good to Great and the Social Sectors- Why Business Thinking Is Not the Answer"- A Monograph to Accompany Good to Great</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">By Jim COLLINS</div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">35 pages </div></li>
<li><div lang="en-US" style="margin-bottom: 0cm;">Available on Amazon.com: <a href="http://www.amazon.com/gp/product/0977326403/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399369&creativeASIN=0977326403">Good to Great and the Social Sectors: A Monograph to Accompany Good to Great</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0977326403&camp=217145&creative=399369" style="border: none !important; margin: 0px !important;" width="1" /></div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"></div><div lang="en-US" style="margin-bottom: 0cm;">This is the first time that I have posted a comment about a book that was not recommended by a fellow Human Resource professional. I simply felt the urge to read it because it was cited as a must-read in many of the other HR books I have read. I'm happy I made this choice !</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">Nonetheless, if you are an HR practitioner, please do not hesitate to send me your book recommendations (by <a href="mailto:stephaneolivierdeoliveira@gmail.com">e-mail</a> or via <a href="https://twitter.com/#%21/HRbooks">@HRbooks on Twitter</a>) or to share your thoughts about Good to Great. </div>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com1tag:blogger.com,1999:blog-279180133556318101.post-51148258393217055512011-11-17T19:43:00.001+01:002011-11-17T20:01:38.383+01:00Enchantment, by Guy Kawasaki<br />
<br />
<div class="headline-title title" style="display: block;">
The HR expert that recommended this book to me is<span class="n fn" id="name"><span class="full-name"><span class="given-name"> <a href="http://www.linkedin.com/in/christophelogiudice">Christophe</a></span><a href="http://www.blogger.com/goog_115665913"> </a><span class="family-name"><a href="http://www.linkedin.com/in/christophelogiudice">Lo Giudice</a>,</span></span></span> Chief Editor at <a href="http://www.peoplesphere.be/fr">Peoplesphere</a>, a Belgian HR magazine and community.</div>
<div class="headline-title title" style="display: block;">
</div>
<div class="headline-title title" style="display: block;">
</div>
<br />
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
Written in a humorous and informal style by the sympathetic former chief evangelist of Apple, Enchantment is an interesting “how-to book” covering various subjects related to marketing, public relations, entrepreneurship and people management.</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSaQhVRK9NtF8r-l92Q0g1OPDfDg9cIfYYkhOCpgdk6g57z-zCY86SMOk8_-LV7TZ2gZc4DbVPwBa9yx2xK4A8dn1bnhKVokXg4HHHWwND3791aF5Z5QzbGgG3VtgdqaAH8PSaY8e7Ksc/s1600/Enchantment-Kawasaki-small.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSaQhVRK9NtF8r-l92Q0g1OPDfDg9cIfYYkhOCpgdk6g57z-zCY86SMOk8_-LV7TZ2gZc4DbVPwBa9yx2xK4A8dn1bnhKVokXg4HHHWwND3791aF5Z5QzbGgG3VtgdqaAH8PSaY8e7Ksc/s320/Enchantment-Kawasaki-small.jpg" width="210" /></a>The subjects covered are:</div>
<div lang="en-US" style="margin-bottom: 0cm;">
</div>
<ul>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to make people like you, including how to smile, dress, accept other people's ideas and values...</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to build trust</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to prepare and to launch your project, your big idea</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to overcome resistance (tips for convincing skeptical people) and how to make your influence last in the long term.</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to use presentations, e-mails, websites, blogs, Twitter, Facebook, Linkedin and Youtube</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to manage people by enchanting them</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to make your boss like you</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
How to avoid being influenced by other people (for example, how to resist mass-media marketing).<br />
<br /></div>
</li>
</ul>
<div lang="en-US" style="margin-bottom: 0cm;">
<br />
<span style="font-size: large;">How Is Enchantment Useful to HR Practitioners?</span></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
Many of Guy Kawasaki's tips can be really useful for HR professionals. They can help us communicate better, help us use the tools of our times to build a stronger influence.</div>
<div lang="en-US" style="margin-bottom: 0cm;">
</div>
<div lang="en-US" style="margin-bottom: 0cm;">
In particular, the chapter titled "How to enchant Your employees" provides interesting leadership advice. </div>
<div lang="en-US" style="margin-bottom: 0cm;">
</div>
<br />
<span style="font-size: large;">Book Data:</span><br />
<ul>
<li>Enchantment. The Art of Changing Hearts, Minds and Actions</li>
<li>By Guy KAWASAKI</li>
<li>Penguin Books, 2011</li>
<li>211 pages</li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/1591843790/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399369&creativeASIN=1591843790">Enchantment: The Art of Changing Hearts, Minds, and Actions</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1591843790&camp=217145&creative=399369" style="border: none !important; margin: 0px !important;" width="1" /></li>
</ul>
<br />
You can follow <a class="js-recommend-link user-profile-link user-screen-name" data-user-id="8453452" href="http://twitter.com/#%21/GuyKawasaki">GuyKawasaki</a> on Twitter, where he posts huge quantities of interesting stuff (and don't forget to follow <span class="tweet-user-name"><a class="tweet-screen-name user-profile-link" data-user-id="231315323" href="http://twitter.com/#%21/HRbooks" title="Stéphane Olivier">HRbooks</a> also!)</span>. <br />
<br />
<br />
<ul></ul>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-23729664808160196202011-11-15T22:14:00.000+01:002011-11-15T22:14:32.861+01:00The 2011 global ranking of management thinkers: what's in it for HR?<h3 class="western" style="font-family: inherit; font-weight: normal;"></h3><h3 class="western" style="font-family: inherit; font-weight: normal;"></h3><h3 class="western" style="font-family: inherit; font-weight: normal;"><span style="font-size: small;"><a href="http://www.thinkers50.com/home">Thinkers50</a> has just published its 2011 global ranking of management thinkers. This year, the winner is Clayton Christensen, author of « <em>The Innovator's Dilemma ».</em> For sure, all these 50 gurus have plenty to teach us. </span></h3><h3 class="western" style="font-family: inherit; font-weight: normal;"><span style="font-family: inherit; font-size: small;">And of course, we all should know the basics of innovation, strategy, or marketing. But <b>which of these leading management thinkers are particularly relevant for HR professionals ?</b> I mean, directly related to HR. Approximately half of them are, in my humble opinion. Here is my personal selection:</span></h3><div style="font-family: inherit;"><span style="font-size: small;"><br />
</span></div><span style="font-size: small;"><span style="font-family: inherit;"> </span></span><table border="1" cellpadding="4" cellspacing="0" style="font-family: inherit;"><colgroup><col width="19*"></col> <col width="66*"></col> <col width="171*"></col> </colgroup><tbody>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;"><b>Rank</b></span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;"><b>Author</b></span></div></td> <td width="67%"> <div align="CENTER" lang="en-US"><span style="font-size: small;"><b>Main field of expertise</b></span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">4</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Jim Collins</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Management</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">7</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Marshall Goldsmith </span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Leadership</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">8</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Marcus Buckingham</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Self management</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">10</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Malcolm Gladwell</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Society, career, decision-making</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">11</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Sylvia Ann Hewlett</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Talent management, women at work</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">12</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Lynda Gratton</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">People in organizations, the future of work, collaborative working </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">13</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Nitin Nohria</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Motivation, leadership, sustainable performance </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">16</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Linda Hill</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Leadership, innovation, cross-organizational relationships, talent management </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">18</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Teresa Amabile</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Creativity, organizational life and its influence on people and their performance </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">22</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Jeffrey Pfeffer</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Evidence based management, human resources, power, leadership </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">23</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">David Ulrich</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Leadership, talent, human resources, culture, coaching, change </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">25</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Rosabeth Moss Kanter </span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Leadership, change, globalization</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">28</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Herminia Ibarra</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Leadership, women's careers, career transition</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">29</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Daniel Pink </span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Career, self employment, motivation</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">30</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Henry Mintzberg </span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">The work of the manager, how managers are trained and developed </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">33</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Tammy Erickson</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Generations at work : workforce demographics and values </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">35</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Amy Edmondson</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Teamwork</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">37</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Howard Gardner</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Intelligence</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">39</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Daniel Goleman</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Emotional Intelligence, leadership</span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">40</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Vineet Nayar</span></div></td> <td width="67%"> <span style="font-size: small;"><em><span lang="en-US"><span style="font-style: normal;">Employees First, Customers Second</span></span></em><span lang="en-US"><span style="font-style: normal;"> </span></span></span> <br />
</td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">42</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Fons Trompenaars</span></div></td> <td width="67%"> <span style="font-size: small;"><em><span lang="en-US"><span style="font-style: normal;">Cultural Diversity in Business</span></span></em><span lang="en-US"><span style="font-style: normal;"> </span></span></span> <br />
</td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">45</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Stewart Friedman</span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Work/life integration, leadership </span></div></td> </tr>
<tr valign="TOP"> <td width="7%"> <div align="CENTER" lang="en-US"><span style="font-size: small;">47</span></div></td> <td width="26%"> <div align="LEFT" lang="en-US"><span style="font-size: small;">Stephen Covey </span></div></td> <td width="67%"> <div lang="en-US"><span style="font-size: small;">Leadership, personal effectiveness</span></div></td> </tr>
</tbody></table><span style="font-size: small;"><span style="font-family: inherit;"> </span></span><div style="font-family: inherit; margin-bottom: 0cm;"><span style="font-size: small;"><br />
</span> </div><div style="font-family: inherit; margin-bottom: 0cm;"><span style="font-size: small;">Previous posts on this blog have featured books by <span lang="en-US"><a href="http://hrbookofthemonth.blogspot.com/2010/11/total-leadership-be-better-leader-have.html">Stew Friedman</a>, <a href="http://hrbookofthemonth.blogspot.com/2011/07/hr-value-proposition-by-dave-ulrich-and.html">Dave Ulrich</a> and <a href="http://hrbookofthemonth.blogspot.com/2011_01_01_archive.html">Jeffrey Pfeffer</a>. I now have many reading opportunities for the months to come. Fellow HR pros, please <a href="mailto:stephaneolivierdeoliveira@gmail.com">send me an e-mail</a> or leave a comment to let me know which of these thinkers have written the greatest books...</span></span></div><div style="font-family: inherit; margin-bottom: 0cm;"><br />
</div>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-83179787576741026292011-10-22T16:28:00.000+02:002011-10-22T16:46:52.860+02:00Corporate Reputations, Branding and People Management, by MARTIN and HETRICK.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhM5KPu3rq_hTmjXVc9_cgzn4bR8pjg8RMzKivK9Ka1zj28iy4rFLvbxhdl5pf1ts6ra7aikpiggLSe_XZbLpsuuF3imbPSVG4Br0sR6cv6ghcIzKQ4a6EHprponWrBiR8yNvdKiiUP4n8/s1600/Martin-Hetrick-Corporate-Reputations.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhM5KPu3rq_hTmjXVc9_cgzn4bR8pjg8RMzKivK9Ka1zj28iy4rFLvbxhdl5pf1ts6ra7aikpiggLSe_XZbLpsuuF3imbPSVG4Br0sR6cv6ghcIzKQ4a6EHprponWrBiR8yNvdKiiUP4n8/s1600/Martin-Hetrick-Corporate-Reputations.jpg" /></a></div>
<span lang="en-US">I owe this great
book recommendation to <a href="http://www.linkedin.com/pub/jean-marc-mickeler/28/60a/294">Jean-Marc MICKELER</a>, Partner
at <a href="http://www.deloitterecrute.fr/">Deloitte</a></span><span lang="en-US">, </span>Responsible for Employer Branding in France.
<span lang="en-US"></span><br />
<div style="margin-bottom: 0cm;">
</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<span style="font-size: medium;"><b>A
Challenging Book</b></span></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
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.
</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
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:
</div>
<ul>
<li><div lang="en-US" style="margin-bottom: 0cm;">
<i>Social identity</i> is
not the same as <i>social identification</i>.</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
<i>Psychological
ownership</i> is different from <i>engagement</i>, which is not the same as
<i> commitment</i>.</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
<i>Corporate reputation</i>
differs from corporate <i>image </i>and corporate <i>brand</i>.</div>
</li>
</ul>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
It is thus a challenging
book, firstly because it is not easy to read (for me at least) and secondly because it
<b>criticizes many popular management ready-to-use ideas</b>:</div>
<ul>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Is it always such a
good idea to implement “management best practices” in your
organization?</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Can you really make a
distinction between leadership and management?</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
When selecting
leaders, should you always focus on the candidates' potential (as
opposed to craftsmanship) ?
</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Do most senior
executives agree with Milton FRIEDMAN's view that a corporation's
sole focus should be to generate high returns for shareholders?</div>
</li>
</ul>
<div lang="en-US" style="margin-bottom: 0cm;">
</div>
<div lang="en-US" style="margin-bottom: 0cm;">
MARTIN and HETRICK very
interestingly answer “no” to these four questions.
</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<span style="font-size: medium;"><b>HR
and the Corporate Agenda</b></span></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
The main purpose of the
book is to show <b>how HR can contribute to the corporate agenda</b>, which
comprises:
</div>
<ul>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Corporate <b>branding
</b>(what is the corporation's promise?)</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Corporate <b>reputation
</b>(How is it perceived a time goes on)</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Corporate <b>identity
</b>(Who are the members of the organization, what are their
affinities?)</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Corporate <b>social
responsibility</b> (CSR)</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Corporate <b>governance</b></div>
</li>
</ul>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
Here are only a few of the
interesting propositions developed in the book:</div>
<div lang="en-US" style="margin-bottom: 0cm;">
</div>
<ul>
<li><div lang="en-US" style="margin-bottom: 0cm;">
<b>Brand reputation</b> 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).</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
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.</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
HR leaders need to
gain a deep, evidence-based, knowledge about the various
<b>psychological contracts</b> present in their organization. The notion of psychological contracts is very well defined and deeply discussed in one chapter.</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
The “best practice”
approach to HRM, although interesting, can be criticized: context
matters a lot when it comes to make management choices.</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Very much like
customer segmentation is an important marketing tool, HR
professionals should use <b>workforce segmentation</b>: 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.</div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
<b>A 21</b><sup><b>st</b></sup><b>
century approach to corporate communications</b> emphasizes
dialogue, interactivity, and involvement of all functions and
people. </div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Becoming <b>an
employer of choice</b> does not depend solely on traditional HR
practices, but also on the quality of top management, the company's
values, and corporate social responsibility. </div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
<b>HR professionals
tend to be more and more specialized</b>, i.e. focused on HR itself
ad its sub-specialisms. This is a<b> dangerous trend</b>, 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.
</div>
</li>
</ul>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<span style="font-size: medium;"><b>Book
data</b></span></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<ul>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Corporate
Reputations, Branding and People Management – A Strategic Approach
to HR</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
By Graeme MARTIN and
Susan HETRICK</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Butterworth-Heinemann
(Elsevier)</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
384 pages</div>
</li>
<li><div lang="en-US" style="margin-bottom: 0cm;">
Available on
Amazon.com: <a href="http://www.amazon.com/gp/product/0750669500/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399369&creativeASIN=0750669500">Corporate Reputations, Branding and People Management: A Strategic Approach to HR (Advanced HR Practitioner)</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0750669500&camp=217145&creative=399369" style="border: none !important; margin: 0px !important;" width="1" /><br />
</div>
</li>
</ul>
<div lang="en-US" style="margin-bottom: 0cm;">
You can also find more about the book on <a href="http://reputationsandhr.com/">reputationsandhr.com</a>, and you can read <a href="http://graememartinshrblog.blogspot.com/">Graeme MARTIN's HR and People Management blog</a>.
<br />
<br />
<br />
<b>I welcome your comments and feedback. If you are an HR professional, please do not hesitate to suggest other HR book recommendations through <a href="mailto:stephaneolivierdeoliveira@gmail.com">stephaneolivierdeoliveira@gmail.com</a> or by sending me a Twitter DM at @HRbooks. </b></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-59815746280274844542011-09-24T07:58:00.000+02:002011-09-25T07:45:56.473+02:00Spiritual Capital - Wealth We Can Live By - by Danah Zohar and Ian Marshall<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijT7JrCyF3m1gHUPYFnEuKyVGYccwYHrcNNHoA3-dk0wOLrBBd80a-3YK3tr2t6uoRtE0lorq92I2kDNVQJEGWkjjnjXeMVYRfhnS3f0MzWHsy6XN2gHbpnP2lz0-asfWQWvLQUxjdZOY/s1600/Spirital-capital-Danah-Zohar.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijT7JrCyF3m1gHUPYFnEuKyVGYccwYHrcNNHoA3-dk0wOLrBBd80a-3YK3tr2t6uoRtE0lorq92I2kDNVQJEGWkjjnjXeMVYRfhnS3f0MzWHsy6XN2gHbpnP2lz0-asfWQWvLQUxjdZOY/s1600/Spirital-capital-Danah-Zohar.jpg" /></a><br />
<br />
This book was recommended to me by <a href="http://www.linkedin.com/profile/view?id=1386699&authType=name&authToken=aPGP&locale=en_US&pvs=pp">Laurence VANHEE</a>. The Head of Personnel & Organization
<span class="at">at </span>
Belgian Ministry of Social Security, Laurence is one of the most influential HR professionals in Belgium.<br />
<br />
<br />
<br />
<span style="font-size: large;">An original perspective on Intelligence and Capital</span> <br />
<br />
<br />
<div lang="en-US">
Zohar and Marshall think that besides Rational
Intelligence (IQ) and Emotional Intelligence (EQ), lies our
Spriritual Intelligence (SQ). <b>Spiritual Intelligence</b> is “the
intelligence with which we access our deepest meanings, values,
purposes, and highest motivations”.
</div>
<div lang="en-US">
<br /></div>
<div lang="en-US">
Based on this sense of values and fundamental
purpose, we can build<b> Spiritual Capital</b>, 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:</div>
<ul>
<li><span lang="en-US">Possess a strong sense of values and
identity;</span><br />
</li>
<li><span lang="en-US">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; </span>
<br />
</li>
<li><span lang="en-US">Generate more profits on the long term, as
exemplified by corporations such as Merck, Coca-Cola, British
Petroleum or Starbucks. (If you've read <a href="http://hrbookofthemonth.blogspot.com/2011/08/onward-by-howard-schultz-with-joanne.html">Onward</a>, 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).</span><br />
</li>
</ul>
<br />
<br />
<span lang="en-US">In order to develop our spiritual capital, we
need to move upwards on the </span><span lang="en-US"><b>scale of
motivations</b></span><span lang="en-US">. 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. </span><br />
<span lang="en-US"> </span>
<br />
<span lang="en-US">For example, the fifth level of superior
motivations is called </span><span lang="en-US"><b>Generativity</b></span><span lang="en-US">.
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.</span><br />
<br />
<span lang="en-US">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:</span><br />
<ul>
<li><span lang="en-US">Self-awareness</span><br />
</li>
<li><span lang="en-US">Spontaneity</span><br />
</li>
<li><span lang="en-US">Being vision and value led</span><br />
</li>
<li><span lang="en-US">Holism</span><br />
</li>
<li><span lang="en-US">Compassion</span><br />
</li>
<li><span lang="en-US">Celebration of diversity</span><br />
</li>
<li><span lang="en-US">Field independence (to be able to stand
against the crow)</span><br />
</li>
<li><span lang="en-US">Tendency to ask why? questions</span><br />
</li>
<li><span lang="en-US">Ability to reframe</span><br />
</li>
<li><span lang="en-US">Positive use of adversity</span><br />
</li>
<li><span lang="en-US">Humility</span><br />
</li>
<li><span lang="en-US">Sense of vocation</span><br />
</li>
</ul>
<br />
<br />
<span lang="en-US">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. </span><br />
<span lang="en-US"> </span>
<br />
<div lang="en-US">
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.</div>
<div lang="en-US">
<br />
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<span style="font-size: large;">How is this
book useful for HR professionals?</span></div>
<div lang="en-US">
</div>
<ul>
<li><div lang="en-US">
It provides an original view on individual and
collective <b>intelligence</b>. (And we HR people are interested in
what is intelligence.)</div>
<div lang="en-US">
<br /></div>
</li>
<li><div lang="en-US">
It also provides a new perspective about
<b>motivation</b>.</div>
<div lang="en-US">
<br /></div>
</li>
<li><div lang="en-US">
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.
</div>
</li>
</ul>
<div lang="en-US">
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 “<b>the methods, style and content of human resources
programs</b>”. 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.
</div>
<div lang="en-US">
<br />
<br /></div>
<div style="margin-bottom: 0cm;">
<span lang="en-US" style="font-size: large;">References</span><br />
<ul>
<li><span style="font-size: large;"></span>Spiritual Capital –
Wealth We Can Live By</li>
<li>Danah Zohar, Ian
Marshall</li>
<li>Bloomsbury</li>
<li>249 pages</li>
<li>Available on Amazon.com: <a href="http://www.amazon.com/gp/product/0747570485/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399369&creativeASIN=0747570485">SPIRITUAL CAPITAL</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0747570485&camp=217145&creative=399369" style="border: none !important; margin: 0px !important;" width="1" /></li>
</ul>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
<div lang="en-US" style="margin-bottom: 0cm;">
<br /></div>
</div>
Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-35093459163767755572011-08-21T11:21:00.000+02:002011-08-21T11:21:24.243+02:00« Onward » by Howard SCHULTZ, with Joanne GORDON<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhgLTZhzp_VkpVc5q9QrgAxWa1FGp5IfoEcnQSda9SdjTP_6N0x5Hd0QaRqXyPn92chjea_IAfFBcVNWqgVaJ95XYBWB0r7PCnFA9q5X3g97R-h2cbMtWdcEfnZXpGVfqJMbgMLJSsOhpI/s1600/onward.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhgLTZhzp_VkpVc5q9QrgAxWa1FGp5IfoEcnQSda9SdjTP_6N0x5Hd0QaRqXyPn92chjea_IAfFBcVNWqgVaJ95XYBWB0r7PCnFA9q5X3g97R-h2cbMtWdcEfnZXpGVfqJMbgMLJSsOhpI/s200/onward.gif" width="159" /></a></div><br />
<div style="margin-bottom: 0cm;"><span lang="en-US">This book was recommended to me by award-winning HR blogger <a href="https://gist.com/ronthomas">Ron THOMAS</a>. You should definitely check out his </span><a href="http://strategyfocusedhr.blogspot.com/">Strategy Focused HR blog</a> if you haven't already. </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
<br />
<br />
After being Starbucks Coffee's CEO for many years, <a href="http://en.wikipedia.org/wiki/Howard_Schultz">Howard SCHULTZ</a> 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.<br />
<br />
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. </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;">SCHULTZ offers a detailed account of the operations, that included:</div><div lang="en-US" style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US">Redefining Starbucks' mission statement </span> </div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Organizing a huge event in New Orleans, gathering thousands of Starbucks managers</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Fixing bug problems in the supply chain system</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Closing stores, laying off people</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Changing the corporate leadership team</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Innovating in new products and coffee machines</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">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</span></div></li>
</ul><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">One good thing about the book is that it tells the successes, but also the hesitations and the failures that SCHULTZ had to face. </span> </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US" style="font-size: large;">How is this book useful to HR practitioners?</span></div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">Reading this book was a real pleasure, as fascinating as reading a good novel. I learned a lot about:</span></div><div style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US">Great leadership and internal communication good practices</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">How big international companies work and make decisions</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">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</span></div></li>
</ul><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">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?</span></div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US" style="font-size: large;">References</span></div><div style="margin-bottom: 0cm;"></div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US">Onward – How Starbucks Fought for Its Life without Losing Its Soul</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">By Howard SCHULTZ and Joanne GORDON</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Rodale</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">331 pages</span></div></li>
<li> Available on Amazon.com: <a href="http://www.amazon.com/gp/product/1605292885/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399373&creativeASIN=1605292885">Onward: How Starbucks Fought for Its Life without Losing Its Soul</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=1605292885&camp=217145&creative=399373" style="border: none !important; margin: 0px !important;" width="1" /><br />
</li>
</ul>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-16183752160943477932011-07-19T07:29:00.000+02:002011-07-19T07:29:29.237+02:00The HR Value Proposition, by Dave ULRICH and Wayne BROCKBANK<div style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiI2-sGAY0FWi5KrwqeyeuBuJhyphenhyphenknS_IV91FhpV3x3PbXcvbOLx8U0yaWdky-20nmC0MR6VHRHgkAm74mJb32ZnhwHgzKLQt1J4Mi9E5SmGCPolxktHeYQnh8PfES6o3SJWwTC4E2Gme28/s1600/Ulrich-Brockbank-HR-Value-Proposition.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiI2-sGAY0FWi5KrwqeyeuBuJhyphenhyphenknS_IV91FhpV3x3PbXcvbOLx8U0yaWdky-20nmC0MR6VHRHgkAm74mJb32ZnhwHgzKLQt1J4Mi9E5SmGCPolxktHeYQnh8PfES6o3SJWwTC4E2Gme28/s1600/Ulrich-Brockbank-HR-Value-Proposition.jpg" /></a><span lang="en-US">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 (<a href="http://www.east44.com/">www.east44.com</a>). You can find more about Bryan on <a href="http://bjackson.east44.com/about-2">bjackson.east44.com/about-2</a>/</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">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 </span><span lang="en-US"><i>and </i></span><span lang="en-US">external. </span> </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span style="font-size: medium;"><span lang="en-US"><b>Broadening the impact of HR</b></span></span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">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: </span> </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Investors</b></span><span lang="en-US">. 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. </span> </div></li>
</ul><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Customers</b></span><span lang="en-US">. 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.</span></div></li>
</ul><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Line managers</b></span><span lang="en-US">. 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 </span><span lang="en-US"><i>capabilities</i></span><span lang="en-US">, like talent, a shared mindset, accountability, innovation, customer connection, etc. </span> </div></li>
</ul><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US"><b>Employees</b></span><span lang="en-US">. 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.</span></div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span style="font-size: medium;"><span lang="en-US"><b>How to adapt HR strategies, processes, organization and competencies to this new perspective?</b></span></span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">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?</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">Dave ULRICH has famously analyzed the different roles of HR managers:</span></div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US">Employee advocate</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Human capital developer</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Strategic partner</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Functional expert</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">HR leader</span></div></li>
</ul><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">In this book, he explains how each of these roles adds value to stakeholders.</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">ULRICH, BROCKBANK and others also conducted a vast study about HR competencies. In the book, they show which competencies add more value.</span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;"><span style="font-size: medium;"><span lang="en-US"><b>How is this book useful to HR practitioners?</b></span></span></div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span lang="en-US">As an HR pro, you want to read this book if:</span></div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US">You need to define your department’s strategy and organization;</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">You want to gain credibility and impact among the top leadership team;</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">You want yourself and your HR colleagues to develop the right competencies to add maximum value to the organization.</span></div></li>
</ul><div style="margin-bottom: 0cm;"><span lang="en-US">This very serious and visionary book provides the theoretical insight and some useful practical tools to reach these objectives. </span> </div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"><span style="font-size: medium;"><span lang="en-US"><b>References</b></span></span></div><ul><li><div style="margin-bottom: 0cm;"><span lang="en-US">The HR Value Proposition</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">By Dave ULRICH and Wayne BROCKBANK</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">Harvard Business Press</span></div></li>
<li><div style="margin-bottom: 0cm;"><span lang="en-US">281 pages</span></div></li>
<li style="text-align: left;"><div style="margin-bottom: 0cm;"><span lang="en-US">Available on Amazon.com: </span></div></li>
</ul><div style="text-align: left;"><iframe frameborder="0" marginheight="0" marginwidth="0" scrolling="no" src="http://rcm.amazon.com/e/cm?t=hrboofthmo-20&o=1&p=8&l=as1&asins=1591397073&ref=tf_til&fc1=000000&IS2=1&lt1=_blank&m=amazon&lc1=0000FF&bc1=000000&bg1=FFFFFF&f=ifr" style="height: 240px; width: 120px;"></iframe></div><div style="text-align: left;"></div><div style="text-align: left;"><br />
</div><div lang="en-US" style="margin-bottom: 0cm;"><br />
</div>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-11555483557649777862011-06-20T20:24:00.000+02:002011-06-20T20:24:58.305+02:00"Leadership - Enhancing the Lessons of Experience" by Hugues, Ginnett and Curphy<span lang="EN-US"></span><div class="MsoNormal"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhhBJtHg29ISnbMqKre-YUWpaTX1s3YM7DG27sX_Bgbd7c0q5OTfswo2f7tE-309px95hlj5ReuNAgvfRixYnv0oBvPhcqwc3TF_gK5KXbLGmJ8U4Dh1qOa_bHc2dPUoeOcmRUN_1vTro4/s1600/Hugues-Ginnett-Curphy.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhhBJtHg29ISnbMqKre-YUWpaTX1s3YM7DG27sX_Bgbd7c0q5OTfswo2f7tE-309px95hlj5ReuNAgvfRixYnv0oBvPhcqwc3TF_gK5KXbLGmJ8U4Dh1qOa_bHc2dPUoeOcmRUN_1vTro4/s1600/Hugues-Ginnett-Curphy.jpg" /></a><span lang="EN-US">Joseph FLERON, owner of <a href="http://www.dimension-consultance.be/">Dimension Consultance</a>, is a top-level speaker, coach and consultant focusing on personal development, leadership, and team dynamics. Joseph recommended me this book, describing it as <i>“rather academic, very serious but offering a really good synthesis on the theme of leadership”</i>. </span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">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.</span><span style="font-size: large;"><span lang="EN-US"> </span></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-size: large;"><span lang="EN-US">A wide perspective on leadership</span></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US"></span></div><div class="MsoNormal"><span lang="EN-US">Hugues, Ginnett and Curphy define leadership as “the process of influencing an organized group toward accomplishing its goals”. This process involves an interaction between:</span></div><ul><li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">the leader, </span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">the followers and </span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">the situation.</span></li>
</ul><div class="MsoNormal"><span lang="EN-US">The book addresses these three dimensions in very much detail. Here are some of the many subjects developed in this manual:</span></div><ul><li><span lang="EN-US">Leadership versus Management</span></li>
<li><span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">The role of education and experience in leadership development</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Assessing leadership</span></li>
<li><span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Influence tactics</span></li>
<li><span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Leadership and values</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Leadership and personality traits</span></li>
<li><span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Leadership and intelligence</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Emotional intelligence</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Follower motivation, satisfaction and performance</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Effective teams</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Contingency theories of leadership such as the Normative Decision Model, the Situational Leadership ® Model, the Contingency Model and the Path-Goal Model</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Different approaches of change management: the rational approach and the theory of transformational and transactional leadership</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">…</span></li>
</ul><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-size: large;"><span lang="EN-US">Practical advice for leadership practitioners</span></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">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. </span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">It also provides recommendations about the following leadership skills:</span></div><ul><li><span lang="EN-US">Learning from experience</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span>Co</span></span><span lang="EN-US">mmunication and Listening</span></li>
<li><span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Assertiveness</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Stress management</span></li>
<li><span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Building technical competence</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Building effective relationships with superiors and with peers</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Building credibility</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Providing constructive feedback</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Punishment</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Delegating</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Team building for work teams</span></li>
<li><span lang="EN-US">Development planning</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Coaching</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Empowerment</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Setting goals</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Conducting meetings</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Managing conflict</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Negotiation</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Problem solving</span></li>
<li><span lang="EN-US" style="font-family: Symbol;"><span><span style="font: 7.0pt "Times New Roman";"></span></span></span><span lang="EN-US">Improving creativity</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Diagnosing performance problems</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Team building at the top</span></li>
</ul><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">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!</span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-size: large;"><span lang="EN-US">Scientific Validity</span></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">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.</span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">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. </span></div><div class="MsoNormal"><span lang="EN-US"> </span><span style="font-size: large;"><span lang="EN-US"> </span></span></div><div class="MsoNormal"><span style="font-size: large;"><span lang="EN-US">How Is This Book Useful to a Human Resource Practitioner?</span></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">We could use the lessons of Hugues, Ginnett and Curphy’s manual when exercising different HR roles:</span></div><div class="MsoNormal"><br />
</div><ul><li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US"><b>As recruiter</b>s: to select the best leaders or leaders-to-be</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US"><b>As Human Capital Developers and Coaches</b>: to help the leaders in our organization develop their skills</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US"><b>As Strategic Partner</b>s: to implement a leadership talent management system in line with the strategy of our organization</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US"><b>As Change Agents</b>, because the book provides some good advice about change management</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">And perhaps even <b>as Employee Advocate</b>s, when we need to explain to some leaders the do’s and don’ts of employee motivation.</span></li>
</ul><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">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?</span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span lang="EN-US">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.</span></div><div class="MsoNormal"><br />
</div><h2><span lang="EN-US">References</span></h2><ul><li>L<span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">eadership. Enhancing the Lessons of Experience (sixth edition).</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">By Richard L. HUGUES, Robert C. GINNETT and Gordon J. CURPHY</span></li>
<li><span lang="EN-US">Mc Graw-Hill International Edition</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">704 pages</span></li>
<li> <span lang="EN-US" style="font-family: Symbol;"><span></span></span><span lang="EN-US">Available on <a href="http://www.amazon.com/Leadership-Enhancing-Experience-Richard-Hughes/dp/0078112656/ref=sr_1_1?s=books&ie=UTF8&qid=1308593640&sr=1-1">Amazon.com</a> </span></li>
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</span>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0tag:blogger.com,1999:blog-279180133556318101.post-60167717422972574862011-05-17T21:31:00.000+02:002011-05-17T21:31:39.423+02:00“Transactional Analysis in Psychotherapy” and “Games People Play” by Eric BERNE<div style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEigLI1loNByWInGs4pE0H1PUDqsjz4SlK377n48rur0a5cz60238KX1hd5hrZNwQvL9BE5t6gBJUCnLWO_-iZ1x_UY6GGBtpxyWwQaoT1pxEVkiWbuGpEG1KgYT457N_F7gGp7OeHI_wb4/s1600/Berne-Transactional-Analysis.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEigLI1loNByWInGs4pE0H1PUDqsjz4SlK377n48rur0a5cz60238KX1hd5hrZNwQvL9BE5t6gBJUCnLWO_-iZ1x_UY6GGBtpxyWwQaoT1pxEVkiWbuGpEG1KgYT457N_F7gGp7OeHI_wb4/s1600/Berne-Transactional-Analysis.gif" /></a>Anne BURNIAUX, HR Consultant and Owner of <a href="http://www.sensink.be/">Sensink</a>, advised me to read “Transactional Analysis in Psychotherapy”.</div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">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. </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;"></div><div style="margin-bottom: 0cm;">Eric BERNE, an American psychiatrist (1910-1970), tells us some clinical cases and explains his theory, called structural analysis and transactional analysis.</div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">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:</div><div style="margin-bottom: 0cm;"><br />
</div><ul><li><div style="margin-bottom: 0cm;">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.</div></li>
<li><div style="margin-bottom: 0cm;">The Parent focuses on morality, telling us whats is good or wrong like our father and mother did. </div></li>
<li><div style="margin-bottom: 0cm;">The Adult is rational and exerts social control.</div></li>
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</div><div style="margin-bottom: 0cm;">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.</div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">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.</div><div style="margin-bottom: 0cm;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRqUS6ykxwGPnY6G-lk0bDHjLD_LPzkus4v6erXepX_QBp-1G0v2iBwiXfVnYl4PnGcw80BZ79jG1H65LgeR4xKShzBsYwQEILDUWKQcYsEddTukvv9gyw4-WGUSdgi4Wip3fkgMMXAF8/s1600/Berne-Games-People-Play.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRqUS6ykxwGPnY6G-lk0bDHjLD_LPzkus4v6erXepX_QBp-1G0v2iBwiXfVnYl4PnGcw80BZ79jG1H65LgeR4xKShzBsYwQEILDUWKQcYsEddTukvv9gyw4-WGUSdgi4Wip3fkgMMXAF8/s1600/Berne-Games-People-Play.gif" /></a></div><div style="margin-bottom: 0cm;">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. </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">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”. </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">BERNE describes various types of games: life games, marital games, party games, sexual games, underworld games, consulting room games and good games. </div><div style="margin-bottom: 0cm;"><br />
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</div><div style="margin-bottom: 0cm;"><span style="font-size: large;">How Are These Books Useful to an HR Professional?</span> </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">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.</div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">Nevertheless, as an HR professional I am glad to have become familiar with Berne’s concepts, mainly for two reasons:</div><div style="margin-bottom: 0cm;"><br />
</div><ol><li><div style="margin-bottom: 0cm;">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.</div></li>
<li><div style="margin-bottom: 0cm;">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.</div></li>
</ol><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">More generally, BERNE provides us a framework to understand human relationships, which are the fundamental elements of our discipline. </div><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0.5cm;"><span style="font-size: large;">References</span></div><ul><li><div style="margin-bottom: 0cm;">Transactional Analysis in Psychotherapy</div></li>
<li><div style="margin-bottom: 0cm;">By Eric BERNE</div></li>
<li><div style="margin-bottom: 0cm;">Snowball Publishing (or Condor Books)</div></li>
<li><div style="margin-bottom: 0cm;">270 pages </div></li>
<li>Available on Amazon: <a href="http://www.amazon.com/gp/product/0285647768/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399349&creativeASIN=0285647768">Transactional Analysis in Psychotherapy (Condor Books)</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0285647768&camp=217145&creative=399349" style="border: medium none ! important; margin: 0px ! important;" width="1" /><br />
</li>
</ul><div style="margin-bottom: 0cm;"><br />
</div><ul><li><div style="margin-bottom: 0cm;">Games People Play – The Psychology of Human Relationships</div></li>
<li><div style="margin-bottom: 0cm;">By Eric BERNE</div></li>
<li><div style="margin-bottom: 0cm;">Penguin Books</div></li>
<li><div style="margin-bottom: 0cm;">173 pages </div></li>
<li>Available on Amazon: <a href="http://www.amazon.com/gp/product/0345410033/ref=as_li_tf_tl?ie=UTF8&tag=hrboofthmo-20&linkCode=as2&camp=217145&creative=399349&creativeASIN=0345410033">Games People Play: The Basic Handbook of Transactional Analysis.</a><img alt="" border="0" height="1" src="http://www.assoc-amazon.com/e/ir?t=hrboofthmo-20&l=as2&o=1&a=0345410033&camp=217145&creative=399349" style="border: medium none ! important; margin: 0px ! important;" width="1" /><br />
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</ul><div style="margin-bottom: 0cm;"><br />
</div><div style="margin-bottom: 0cm;">To learn more about Eric BERNE and watch two nice videos in which he talks about games and transactional analysis, you can visit <a href="http://www.ericberne.com/">http://www.ericberne.com/</a> </div>Stéphane Olivierhttp://www.blogger.com/profile/17643637277249447019noreply@blogger.com0