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

During the past decade, business analytics platforms have evolved from supporting IT and finance functions to enabling business users across the enterprise. But many firms find themselves struggling to take advantage of its promise. We’ve found three main obstacles to realizing analytics’ full value, and all of them are related to people, not technology: the organization’s structure, culture, and approach to problem solving.

Every morning at the construction site down the street from my office, the day starts with a familiar hum. It’s the sound of the regular drone scan, when a small black quadcopter flies itself over the site in perfect lines, as if on rails. The buzz overhead is now so familiar that workers no longer look up as the aircraft does its work. It’s just part of the job, as unremarkable as the crane that shares the air above the site. In the sheer normalness of this — a flying robot turned into just another piece of construction equipment — lies the real revolution.

While it can be difficult to become a great leader and to achieve great things, practicing great leadership is actually quite easy. There is a tendency to overcomplicate or overthink what leadership is, but actually, leadership can be very simple. I have worked with teams all over the world, from dozens of cultures, and from different generations, Baby Boomers to Millennials, and I have found that if you provide these four simple things your team will appreciate you, follow you, and achieve great results.

I’m accustomed to handling clients who are at a crossroads in their lives and are looking for change—after all, I’m a career coach. So this usually involves guiding clients through some pretty heavy soul-searching to help them find the sort of truly fulfilling work that we all deserve.

This also means many of my clients are in an indecisive state at the outset—that’s to be expected. But I don’t think I’ve had a more indecisive client than Kevin. When I asked Kevin what sort of career he truly wanted to pursue, he blanked. I asked him what he enjoys doing and what he’s really good at, and he could never seem to articulate a direct answer.

Let's call this call this curator friend Cynthia. Cynthia wrote back, “Two other curators worked with me on this (and may join us!), so I can’t take full credit.” She asked that I instead reference her with the significantly less exciting descriptor, “one of the curators of this exhibition." She was understandably hesitant to get all the credit and wanted to make clear that there were other people involved with the exhibition. While accurate, the new version was far less descriptive and complimentary than what I’d suggested.

Feel familiar? The balancing act women navigate surrounding self promotion can be exhausting.

One side effect of working at top software companies is the constant threat of attrition. People are highly valued and highly compensated, but there are always companies that will pay more. Engineers are regularly contacted by headhunters and by recruiters at other top companies trying to lure them away. If successful, this pays the new company double-dividends: it increases the hiring company's staff while depleting their competitor.

Email is taking a lot of flak lately. And why not? We're inundated with it. It's cold and impersonal. People abuse it passive-aggressively for their own political agendas. And it can be --to be frank -- addictive.

Yet, no matter how much we gripe about it, and whatever options may be out there like Slack, email is here to stay. For now, at least.

But we can all do email better. Much better. I've been witness to --and often the victim of --a range of email offenses in my working life. And yet, even today, I see people continue to commit the same email offenses that I thought would have become forgotten or even outlawed by now.

So in the interest of raising awareness around these offenses, and with the hope that we can see them committed far less frequently, here are five difficult and uncomfortable things that you should never, ever put into your emails at work. Especially if want to build --and keep -- the relationships that matter to you most.

88 percent of employees who participated in the 2016 SHRM Employee Job Satisfaction and Engagement Survey, indicated that they were satisfied with their current job. This marks the highest level of satisfaction over the past ten years.

Although there are many reasons that contributed to this statistic, "respectful treatment of employees at all levels" was at the top of the list for the second year in a row. It even beat out major players like pay, benefits and job security. (Did anyone else start singing a little Aretha Franklin?)

I'm not sure why I was surprised by this stat. It makes sense that if you're spending the majority of your waking hours somewhere that interpersonal relationships and culture would be important. It's also no surprise that when the participants were specifically asked about engagement, 77 percent indicated "relationships with their co-workers" was the most important. Let's take a look at how you can cultivate the two biggest factors of employee happiness at work.

Visionary leadership and great management achieves the best results. Seems obvious right? Then why do so many companies get it wrong, especially during times of needed change?

There are core fundamental differences between leadership and management that apply to any team or organization, but the focus of this article is to explore the strengths of each as they apply to leading organizational change.

Generally speaking, management is a set of systems and processes designed for organizing, budgeting, staffing and problem solving to achieve the desired results of an organization. Leadership defines the vision, mission and what the "win" looks like in the future. It inspires the team to embody the beliefs and behaviors necessary to take the actions needed to achieve those results.

The most successful transformations occur when strong visionary leadership converges with great management. Both are required to define a clear path, plan accordingly and see the mission plan through to fulfillment.

In a national report released today, two out of three adults surveyed said they want to spend time with people who aren’t their age, while three in four wish there were more opportunities to get to know different age groups. Why, then, aren’t there more intergenerational programs and initiatives?

How should teams of experts working on knowledge-intensive projects be structured? Should they be hierarchical? Or will flexible, self-organized groups perform better? 

Teams often struggle with how to get the most value from the members’ expertise, to minimize conflict, to integrate their diverse expertise, and to leverage it during all phases of a project.

The traditional approach is to put the person with the most experience and expertise in charge — for example, a head coach or a chief programmer. The assumption is that this person has the expertise to make the best decisions about how to allocate tasks and responsibilities. Teams that adopt this model feature a rigid hierarchy, whereby final decisions are centralized through this single, formally designated individual.

Each morning from 8:30 to 9:05 AM at our company’s headquarters, in San Francisco, we serve free breakfast to every employee. And I’m not talking about stale muffins and dry bagels. Today I ate a sloppy joe, cheesy scrambled eggs, home fries, crispy bacon, and sausage links. Healthy, I know. Tomorrow, I’m definitely going to grab a yogurt and some fruit. And don’t forget all the vegetarian, vegan, and gluten-free options. After all, this is California.

I know what you’re thinking. Free food is the cost of admission to the Silicon Valley tech scene. Our startup, Pivotal, calls the South of Market (SOMA) neighborhood home, alongside companies like Airbnb, Dropbox, Adobe, Slack, Salesforce, and Uber. So, of course, Pivotal serves free, catered meals. It’s just expected.

One in four American adults went to a healthcare provider for neck and back pain, according to a 2016 Gallup study. In addition, the report found 65% of adults sought care for neck and back pain at some point in their lives. When you factor in how many adults are hunched over computer desks, sitting for extended periods of time at work and bending their neck to read mobile devices, these statistics aren’t so surprising.

Just about everyone has been told to “stand up straight” at some point in their lives—and it turns out that mom was right. Posture is a key element to good health. It is right up there with eating healthy, getting enough sleep and exercising. Bad posture can lead to back, neck and jaw pain, breathing difficulty, balance issues and joint problems. A recent study also found that good posture can improve your mental wellbeing.

Life isn’t linear. No matter how well thought out your plans, they’ll eventually collide with a reality you didn’t plan on. Learning to "lean into the curves" when life doesn’t unfold as you’d hoped will help spare you untold stress, bounce back faster and emerge better off.  Here’s five ways to do just that.

One of the most frustrating aspects of job searching is feeling like you’ve already reached out to everyone you know. You’ve asked every contact you can possibly think of if you could buy them a cup of coffee—from your first boss to that former co-worker you didn't even particularly like. Yet, you’re still just as far away from a new role as you were when you started.

I know it sounds too good to be true, but there is another way to expand your network, meet new people and make meaningful connections.

Friday, March 3 is Employee Appreciation Day – here are ways you can show your thanks.

I have been writing a series of articles on culture-enabled organizational transformation. Much of my philosophies on this subject are derived from learnings on the battlefield as a Navy SEAL, and in the boardroom as an entrepreneur. There are three phases to my transformation model, each with several components: building the change culture, preparing for the change battle, and winning the change fight.

Once a company is well-prepared for change and high levels of trust and accountability have been woven into the fabric of the organization's culture, only then can they start preparing for the change battle. Behaviors and mindsets must adapt and a plan of attack developed and communicated. The first phase of winning the change fight is to empower the team and enlist as much participation as possible at all levels.