Archive for the ‘Employee Engagement’ Category

Effective Executive On-Boarding Practices

Posted on: May 3rd, 2012 by Tamara Tasche

Depending on the source, 40% to 60% of executive hires fail in the first 6-12 months on the job.  It has been said that the failure and departure of a newly placed executive can cost between two and three times the executive’s annual salary.  For every leader that fails, there are many others who survive but never realize their potential.  Implementing an executive on-boarding program is critical to the successful integration, retention and performance of new leaders.

Effective executive on-boarding programs have certain common denominators.  They tend to be long-term (up to 12 months).  They provide multiple sources of support (internal and external).  They are customized to the individual and often provide coaching resources to shore up development areas that surfaced during the selection process.   Key stakeholders are identified and held accountable for creating and implementing a clear plan to integrate the newly hired executive within the organization.  During the on-boarding period, an individual plan for growth and performance is developed, deliverables are jointly defined for the first three months, and ongoing feedback is given so that course correction is possible.  New executives are also placed on cross-functional teams to gain strategic perspective.

Emphasis is placed on helping the new executive understand the history and culture of the organization, assessing the current state of things, building relationships and pursuing easy wins during the first three months versus putting a “stake in the ground” by driving major change.  Often a mentor is assigned to the new leader to support the on-boarding process and learning plan, identify or develop structured networking activities, and assist the newly hired executive in navigating the cultural and political landscape of the organization.

Hiring managers play a key role in the successful on-boarding of executives.  This includes delivering proactive communication – messages that address underlying emotions and help to create buy-in among internal employees who will be directly impacted by the hire – and minimizing surprises to eliminate potential distrust toward and avoidance of the new hire.  They should facilitate relationship-building with established team members.  They should create and articulate clear role definition for team members to avoid confusion, overlap, and turf wars.

New executives should also create a plan to facilitate success during on-boarding and discuss it with hiring managers.  Plan components may include:

 1.       Assessment of Current Situation – Stakeholder meetings; team / employee meetings; business or function and team assessment; short-term and long-term objectives;  early wins

2.       Accelerated Learning Plan – Cultural dynamics; industry knowledge; technical Knowledge or skills; transition to the next level of leadership

3.       Alignment Strategy – Goals and timelines; communication plan; team member role clarification

4.       Followership – Team-building; on-going stakeholder relations

5.       Corporate Championship – Identification and relationship-building

 

Given that many executives fail in their new roles, we believe that executive on-boarding is an essential process to avoid unnecessary anxiety and cost, and to facilitate the successful integration, retention and performance of new leaders.

Achieve Superior Results — The Extra Degree

Posted on: March 6th, 2012 by Kari Berg No Comments

Today I was looking at the bookshelf in our CEO’s office, a small red book seam with 212° printed on the side caught my eye. What I found was 212°: The Extra Degree by S.L. Parker. I skimmed through the book in a few minutes, but discovered a very motivational analogy for how to achieve superior results:

 “At 211 degrees, water is hot.

 At 212 degrees, it boils.

 And with boiling water, comes steam.

 And with steam, you can power a train.”

“Applying one extra degree of temperature to water means the difference between something that is simply very hot and something that generates enough force to power a machine” (Parker, 2005). One extra degree. One extra degree can make such a significant change and contribution. When water is at 211°, there is no reason not to add the extra degree to achieve results. The same analogy can be used in thinking about career transitions. What is the extra degree that you need to achieve your goal? One more job applied for each week? One more networking conversation?

 “The line between failure and success is so fine that we… are often on the line and do not know it. How many a man has thrown up his hands at a time when a little more effort, a little more patience, would have achieved success?”

– Elbert Hubbard, American Writer

Check out this video, which is based on 212°: The Extra Degree: http://www.212movie.com/.

What can you do this week to add the extra degree?

Interview with Patricia Berg, CEO

Posted on: February 16th, 2012 by Irene Rossman No Comments

Patricia Berg, the CEO of Career Partners International Twin Cities and Recipient of the MCDA 2011 Jules Kerlan Outstanding Achievement Award, was interviewed for the Winter Newsletter of the Minnesota Career Development Association and the complete interview follows:

___________________________________________

Patricia Berg was the 2011 recipient of the MCDA Jules Kerlan Award. During her impressive 25-year career, Pat has been a business owner, coach, and career counselor. She is the Chief Executive Officer of Career Partners International, a Career and Executive Coaching organization. Patricia is active in numerous professional and community endeavors and serves on the board of SHIFT as Board Chairman.

 Tell us about your background and what led you into the field of career development.

For a number of years I worked in Human Resources – as an administrator, recruiter, and ultimately as a Director of HR.  I found that much of the employee relations and coaching I was engaged in focused on careers – how to engage a workforce, how to provide career feedback, how to build skills, how to coach and mentor a staff, etc.  While on sabbatical with young children, my former employer was acquired and a major downsizing occurred.  They asked me to come in and work with the employees on developing their resumes and helping them prepare for the job search process.  That ultimately led me to the field of career development and shortly after I joined Personnel Decisions International as a Career Coach.

 What do you feel are your greatest accomplishments and why?

The first accomplishment is seeing clients succeed.  Navigating through a career transition can be challenging for all kinds of reasons.  When clients successfully land in a position that’s a good fit, it’s our reward as career coaches.  I love to hear clients tell their stories and listen to what was important to them in the process.   Secondly would be putting together a business model and strategy that recognizes the individuality of the process.  It isn’t a one size fits all business, and our clients regularly remind us that what we do and how we do it makes a difference to them. Finally, having the pleasure to work with an outstanding team, people who are committed to helping clients, and who share my values of individualization, innovation, and relationship based delivery.

 You are a business owner, career consultant/counselor, executive and entrepreneurial coach….so many roles in your career! What do you enjoy the most about your job/career?

Most of all I enjoy working with people on a 1×1 basis to help them figure out what’s next in their career and then create a strategic plan to help them reach their goal.  When you work with people during a period of transition, you often establish deep and on-going relationships.  These people call for years to get advice, touch base, and refer friends or colleagues.  It is these relationships that mean the most to me.

What advice would you give a young person starting out in our profession?

I would advise them to really understand their underpinnings.  My values have driven all of my career choices.  What do they believe in, what’s most important to them, how do they want to be perceived in the marketplace, and what kind of a reputation do they want to build.  Secondly, professional development is important for everyone.  Joining in and participating in MCDA and other professional development groups keep you learning.

 Final Comments:

I would like to extend my thanks to MCDA and the career community. It is an honor to be recognized with this award and I am deeply appreciative. When I reflect on the importance of the work we do, and how next to family, careers are a central part of people’s lives, the impact of the career profession cannot be emphasized enough.

CPI Twin Cities volunteers at Feed My Starving Children

Posted on: November 29th, 2011 by Kari Berg No Comments

CPI Twin Cities’ staff and members of the Executive Forum recently volunteered at Feed My Starving Children.  FMSC strives to eliminate starvation in children throughout the world by helping to instill compassion in people to hear and respond to the cries of those in need.

In about 3 hours, the group of volunteers packed enough food for 32 children to eat for an entire year.  The food is specifically designed to cater to malnourished and starving children. Feed My Starving Children has greatly improved the quality of life in the 70 countries it serves.

During career transitions, it is important to stay busy. Staying busy will keep you in a positive state-of-mind, grow your network, and possibly help you find job leads. One way to stay busy is to volunteer at someplace like Feed My Starving Children. Here is a list of other ideas:

  • Take (or teach) a class
  • Join a job seekers group
  • Go to networking events
  • Work as a consultant
  • Exercise regularly

A great opportunity to network is coming up. Join us at the CPI Twin Cities Annual Holiday Party December 8th at 5:00. See our Upcoming Events page for details.

Workplace Trends – Social Recruiting and More

Posted on: August 16th, 2011 by Debra Magnuson No Comments

 

The latest JobVite survey on the “hot topic” of social recruiting headlines, “Social recruiting on the rise:  Employers will invest more in recruiting across multiple social networks as competition for talent intensifies.”   In fact 89% of 800 companies surveyed indicate that they will use social recruiting.

This and other market trends make it crucial for job seekers and employers to stay ahead of the game to sustain their careers and their workforce.  Here is our insight on what’s happening in the workforce today….

  • We agree that social recruitment is on the rise.  Recruiters are using social media to screen candidates and to mine for talent.  Successful online presence skills and tools are in the development phase as candidates realize they need to be found online.
  • Savvy job candidates are using on-line branding as a differentiator, communicating their personal brand and professional attributes through social media.
  • With job inventories on the rise, companies are weaving in highly specified requirements and combining multiple jobs into one, making it more difficult for people in the workforce to meet all of their requirements.
  • As Boomer leaders retire (yes, some really are leaving!) needs are escalating for leadership development and succession planning.
  • Contract jobs are here to stay. Mid-career professionals who are looking for what’s next are discovering contract-to-hire opportunities as a career management strategy.   
  • Boomers, some disillusioned with corporate life and seeking more flexibility, are creating portfolio careers, a mix of volunteer, contract work and temporary assignments built around their interests, skills and themes.
  • There is a new buzz on the street for mid-career workers called “Midternships” where mid-career workers share valuable experience in new occupations and industries as a way to learn new skills, test new careers and give back. In the Twin Cities, a non-profit organization called SHiFT is sponsoring Midternships by matching individuals looking to try something new with companies looking for great, experienced people on a short-term basis.  Looks like a win/win!
  • Well educated and high potential GenY/Millennials are demanding higher salaries and getting what they want.   Plus, they’re on the move if the job doesn’t work for them — leaving companies that aren’t a values match for them or if career development and advancement opportunities are not on the horizon quickly enough.
  • State and local governments are shedding jobs because of state and federal budget cuts, sending more highly qualified, mid-level workers into an already tough employment market, especially at the pay and benefit levels they are accustomed to.

Contact CPI Twin Cities to learn more about our consulting expertise for today’s workforce, please contact us.

For the complete 2011 JobVite Survey on Social Recruiting click here.

High Performing Teams: The Ultimate Competitive Advantage

Posted on: May 31st, 2011 by Tamara Tasche 2 Comments

What Constitutes a High Performing Team? 

Effective leadership requires the ability to develop and sustain high-performing teams.  Yet what behaviors make a team high performing remains open to interpretation.  At CPI Twin Cities, we believe that high-performing executive teams set organizational direction, make strategic decisions, execute clear roles, fully leverage unique member talents, and focus on team success versus individual agendas.  Additionally, high performing teams:

  • Are fully engaged and committed
  • Share a common vision and team values
  • Successfully deliver clearly defined business results
  • Role model team collaboration throughout the organization 

This type of teamwork – both powerful and rare – allows a company to maintain the “ultimate competitive advantage” says author Patrick Lencioni, in his best-selling book, The Five Dysfunctions of a Team. .  How do C-level leaders create and support this positive, productive team experience?  It can be difficult– let’s face it, human beings have strong survival instincts, and exposing vulnerabilities, embracing conflict, holding self and others accountable, and foregoing individual recognition for team success is not easily done – especially in a competitive employment environment where it often feels like there is little room for mistakes.   In Lencioni’s book, and in CPI’s powerful leadership development program, The Five Functions of a Team, the issues of turning around poorly-performing teams are addressed head on. 

The Five Functions of a Team

In his book, Lencioni outlined the five functions of a great team.  These functions can be applied in a team-building process and include the following: 

Function #1: Building Trust – Members of great teams are confident that their peer’ intentions are good, and there is no reason to be protective or careful around the group.  They believe their vulnerabilities will not be used against them and can engage in discussion with complete openness.

Function #2: Mastering Conflict – Teams that trust one another engage in passionate dialogue around issues and decisions key to the organization’s success.  They do not hesitate to disagree with, challenge, and question one another in the spirit of discovering the truth, finding the best answers, and making great decisions. 

Function #3: Achieving Commitment – Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various team members initially disagree.  They are confident that all opinions and ideas have been put on the table and considered while deciding on the best course of action. 

Function #4: Embracing Accountability – Teams that commit to decisions and standards of performance do no hesitate to hold one another accountable for adhering to those decisions and standards.  In addition, they do not rely on the team leader as the primary source of accountability; they go directly to their peers.

Function #5: Focusing on Results – Teams that trust one another, embrace conflict, commit to decisions, and hold one another accountable set aside their individual agendas and focus on what is best for the team.  They do not give in to temptations to place their own needs ahead of the collective results that define team success. 

Building Trust is Key

Trust is the foundation of effective team collaboration.  If members do not feel safe in a group, they will watch for signs of betrayal or disrespect, overreact to threats, become argumentative when they feel slighted, and take feedback too personally.  They may withdraw, or they may overcompensate by dominating the group or positioning for recognition. 

Team trust doesn’t happen overnight.  It requires consistency in behavior and avoidance of actions that can erode trust.  Common trust-busting behaviors we have observed among executive-level teams include:

  • Not demonstrating respect for the unique perspectives or skills of team members.
  • Critiquing input into decision-making without letting member express themselves fully first.
  • Sharing information from team meetings with others that should be kept within the team.
  • Talking negatively about a team member behind his/her back instead of addressing the issue directly with that person.
  • Allowing members to dominate team meetings or pursue individual agendas.

Simple Steps Practiced Consistently 

“When a team outgrows individual performance and learns team confidence, excellence becomes a reality.” (Joe Paterno, American Football Coach)

While team-building may not come naturally for some leaders, it is possible to develop and sustain a high performing team if simple yet vital steps can be mastered and put into practice day after day.  Lencioni’s model provides a step-by-step framework for building a highly functional team.  At CPI, we believe this is a competitive advantage that can drive your business successfully into the future.

Tamara Tasche, M.S., L.P., is an executive coach and career counselor at CPI Twin Cities. Tamara currently leads the assessment practice for Career Partners International, Twin Cities and conducts team assessments and development within organizations.

To learn more attend CPI’s upcoming Webinar: 

Leadership Impact:  Team Development That Works 

Wednesday, June 22, 2011, 1:00 – 2:00 p.m., Central Time   

More information and to register>>

RX For a Change-Weary Workforce

Posted on: May 6th, 2011 by Debra Magnuson 1 Comment

According to a December, 2010 Manpower study, 84% of Americans would like to find a new job in 2011. Economic signals are looking up and there seems to be a (slight) scent of opportunity in the air. The result is that employees want to head for greener pastures. We shouldn’t be surprised, the past three years have been tough for workers at all levels; people have experienced mass lay-offs, pay and benefit cuts, and greater productivity demands because fewer individuals are doing more of the work. People are anxious about job security and frustrated about lack of upward movement in pay and promotions. For many, there is a general sense that they’ve been dancing as fast as they can in a work environment with too few rewards–and too many bosses that either hide in their offices or tell employees they’re lucky to have a job.

What can leaders do to turn the tide toward greater engagement? Here are five things you can do today:

1. Ask. Job one for leaders is to look at the current work environment through employees’ eyes. If you’re afraid to ask your people satisfaction or engagement questions, that’s a good indicator that you need to do it.

2. Be there. Show up, and make a positive difference. “Bosses who hide” are a real drag on morale. True accountability means being out there coaching, acknowledging, and lightening the load. And sometimes just hang out with them.

3. Connect with people. Most of us fear being just cogs in a wheel or numbers to our bosses. As one outplacement client said recently, “After 23 years, I was just a RIF to them”. This isn’t just about being nice; it’s about the bottom line.

4. Get out in front of workforce trends. High quality talent is always in demand, and opportunities for high-potentials are opening up all the time. What are you doing to maximize diversity, embrace social media as a business strategy, and offer more workplace flexibility? These “employer of choice” trends are only going to get stronger.

5. To lead best, be your best. Many of us truly are change-weary. Practice good self-care to find new energy and re-engage your mind, heart, and body. Go fishing. Take a walk. Enroll in a yoga class. Get outdoors. Eat great foods. Take a course. Get-away with your sweetie, your friends, or find blessed alone time.

Debra Magnuson is an executive coach and career counselor at CPI Twin Cities. She is a regular speaker and author on generational differences, employee engagement and ethics in leadership topics.