#HR #RRHH Making love and making personal #branding #leadership

Whenever any new technology emerges that challenges the way people and businesses have been doing things for years or even decades, the initial excitement is often overshadowed by uncertainty and reluctance to try something new. In the early days of the cloud, it was almost inconceivable to think that it would lead to such a profound shift in how businesses operate. More recently, the drive toward digital transformation has caused even greater anxiety in some organizations.

 

In this age of digital transformation, all industries -- from manufacturing and banking to hospitality and retail -- are evolving. This means that decision makers must identify key business issues, not technology issues, that digital transformation can tackle. Companies need to not only harness the power of the latest digital technologies and platforms to stay relevant and competitive but also course-correct their business models based on evolving customer demands.

 

This type of transformation should be seen as a journey, not a destination. It is a cycle of change and progress, both from a technological and organizational standpoint. It’s about constantly reassessing opportunities to do things better, faster and with greater scale in the evolving environment in which one’s business operates.

 

Via The Learning Factor

Within the three structures of organizations, thee three kinds of leadership reside. All important, but dramatically out of balance in most organizations we know:

Compliance Leadership - emerging from Formal Structure.
Social Leadership - emerging from Informal Structure.
Value Creation Leadership - emerging from Value Creation Structure.

Following this thought, there is not "leadership". But "leaderships". Just like the three structures they emerge from, these types of leadership are interdependent and complex, not independent or linear. In the presence of too much hierarchy, or formal power, the two other kinds of leadership are actually quite impossible to happen: Social density and connection will deteriorate. Members of the organization will find it harder to get the work done, while they game fhe formal structure and its complicated mechanics of steering and control. Organizational energy is wasted on bureaucracy (Formal Structure), and self-defence against command-and-control from the top, carried out within Informal Structure.

Via David Hain

Over the last year, the lesbian, gay, bisexual, transgender and queer (LGBTQ) community saw both the depths of hatred and discrimination aimed at us and some of the brightest, most historic moments of support we have ever received.
As the leader of the United States’ largest LGBTQ civil rights organization, the Human Rights Campaign (HRC), I have had the somber task of attending vigil after vigil for those killed simply because of who they are — whether they were dancing away a Saturday night in Orlando or advocating for their rights in Bangladesh.
The LGBTQ community is under attack across the globe, and that’s why it’s incumbent upon all of us to keep pushing forward and strengthen our global movement.

Via David Hain

In addition to creating a new company that is disrupting the status quo, many founders are also challenging the old norms of how businesses operate in order to add value. When you are struggling to raise capital, hire, and scale your business, is there time and energy available to also rethink how you do business in general? How much effort do you want to put in to stand out as a company not only creating something spectacular, but also a company that differentiates itself as an employer? What truly matters in the end is whether that transformational effort adds value.

 

In 2012, the gaming company Valve published their novel Employee Handbook which outlined their organization structure (or lack thereof). Valve challenged the notion of having assigned projects to work on or managers to report to. Many other companies have taken similar approaches not only to attempt to operate more efficiently, but also to attract and retain talent by differentiating their companies from the mainstream.

Via The Learning Factor

When we find our work meaningful and worthwhile, we are more likely to enjoy it, to be more productive, and feel committed to our employers and satisfied with our jobs. For obvious reasons, then, work psychologists have been trying to find out what factors contribute to people finding more meaning in their work.

 

Top of the list is what they call “task significance”, which in plain English means believing that the work you do is of benefit to others. However, to date, most of the evidence for the importance of task significance has been correlational – workers who see how their work is beneficial to others are more likely to find it meaningful, but that doesn’t mean that task significance is causing the feelings of meaningfulness.

 

Now Blake Allan at Purdue University has provided some of the first longitudinal evidence that seeing our work as benefiting others really does lead to an increase in our finding it meaningful. “These results are important both for the wellbeing of individual workers and as a potential avenue to increase productivity,” he concludes in the Journal of Vocational Behaviour.

Via The Learning Factor

Via The Learning Factor

In the last 30 years, our work WIIFMs have changed dramatically. Across generations, people want the time they spend blending work and life to accrue tangible benefits beyond just a paycheck. Increasingly we prioritize a greater sense of purpose and an opportunity to improve our skills and knowledge nearly as much, and sometimes more, than we prioritize pay.

 

In competitive roles such as engineering, data analytics and biogenetics, the ability to prove and then improve our marketable skills is critical for career progression and talented people instinctively know this. When evaluating a job opportunity, they strategically weigh their opportunity to learn or gain a unique experience as much as they weigh their compensation and benefits package.

Via The Learning Factor