In the Midst of Change, What Needs to Stay the Same

Everywhere we hear re-occurring descriptions about how the workplace has changed to keep up with continuously changing business conditions and business strategy. Examples include throwing out job descriptions and the old org charts, and rapid deployment onto multi-disciplinary teams who learn through real-time collaboration about how to solve emerging challenges and problems. 

A new report from Booz Allen Hamilton and the Center for Creative Leadership, "Leading for Employee Motivation, Implications for Leaders in Turbulent Times," discusses changes in how people see their roles at work, from being "mission-focused" (aligned with the mission and strategy) or alternatively, "career focused" (staying for developmental opportunities that will be good for one's career) and a third group of people who stay feeling they are "out of options." Clearly the latter group are those people who quit but still show up most days, and they will follow a process even when it is deemed to be ineffective. People who are mission and career focused often identify systems and processes that inhibit their effectiveness, and quickly move on to color outside the lines. This is a challenge for scalable operations. As leaders, how often do we collect feedback on the effectiveness of systems and processes?

The leadership competencies that may not have changed, even in turbulent times, can be a good thing: "…sharing information, providing help, encouraging collaborative behavior among team members, and having the ability to inspire commitment to values or to a mission," according to the BAH CCL researchers, who go on to say,"a common thread among these competencies that are critical to leader effectiveness is the emphasis on the interpersonal nature of leadership that enables leaders to adapt their styles to the employees' different orientations. Leaders who bring charisma, humane and team orientation, and participative approaches that enable them to adapt to the employees' different orientations will be better able to motivate and retain employees."

Noel Tichy says that leaders whose calendars commit to investing 20% of their time with people are more effective. Scheduling time to talk with people helps both leaders and followers learn what they might not have guessed, adapt the conversation to be mission-focused or career–focused, and revisit processes and systems that need to be refreshed or revised. When we don't do that, an "air sandwich" develops between the strategy and those who implement it.

BLOG: Author: Joy Kosta

A Word to Those Looking - FUTURE VIEW

In the past 2 years I have had many friends lose jobs through reductions in force, forced retirements, and other methods of exiting those in the older age brackets. This has made way for more workers who have a longer corporate life span in a job and also freed up fixed expenses to invest in other areas. 


I have said this over and over even in the best of business climates that you always have to look forward and think that today could be your last day at your work. Why would I think that way well here are a couple of reasons you should really think about:

• it keeps you focused on the future, not the past; 
• you are never comfortable in your job, which makes you anxious;
• you continue to keep up with the times that way .

In a recent presentation to a WIND community group I heard people talking about the past; I was going to retire there and look what happened to me;  I didn't keep up with my network;  I missed a great opportunity; and lastly technology passed me by. All valid and all sad because of comfort. 

My feeling is this for those who are looking for work, and this is what I have told them in interviews over the years: 

• always keep energized, look to the future and see where you fit;
• keep up with the times (technology) and always read as much as you can on the latest and greatest, then test out technology at your closest electronics store or download test versions of new software;
• look young and think young, never think you are too old or out of an opportunity because the company seems young;
• always enhance your current skill sets, take night courses, read, read, and read
• dress for today and tomorrow, not yesterday;
• keep in shape, always question your appearance, because most of your friends won't;
• be contemporary.

I have heard it all too many times before, they did not choose me because of my age, and an article in the AJC reminded me today how important this is!!! They did not choose you because either you did not have the skills or your presentation was stuck in the past. You don't want to be the brides maid or best man you want to be the bride or groom. Think that way. 

LinkedIn IPO Now To Raise $274M

San Francisco Business Times

Date: Monday, May 9, 2011, 7:15am PDT



Linkedin has been a great social business and professional site for many years. Having been one of the first 100 people to sign up way back when I am sure that you have heard the news on its' impending IPO. Here is the latest.


LinkedIn Corp. on Monday said it now plans to sell 7.84 million shares in its initial public offering at between $32 and $35 each.

The IPO could raise proceeds of up to $274 million.

Mountain View-based LinkedIn is offering 4.8 million shares, while selling stockholders are offering 3 million shares.

The company expects to receive net proceeds of approximately $146.6 million from the shares it is offering in the IPO.

LinkedIn in January filed for an IPO to issue up to $175 million of public stock.

The company's website, which launched in 2003, now boasts more than 100 million members in more than 200 countries.

Read more: LinkedIn IPO now to raise $274M | San Francisco Business Times 

SuccessFactors Buys Enterprise Learning Management Software Plateau For $290M

April 26, 2011 from Venture Loop

On the heels of buying enterprise learning startup Jambok,the company has acquired another learning management software developer-Plateau Systems. SuccessFactors will pay $145 million in cash plus $145 million in stock for Plateau, for a total of $290 million.

Plateau Systems’ Learning Management Systems is generally usually used by Human Resources departments for the management and delivery of learning and training across organizations. Plateau Systems’s Talent Management Suite includes applications for learning management, performance management, career and succession planning and compensation management.

Plateau currently brings more than 350 customers to SuccessFactors, including General Electric, the U.S. Air Force and Capital One. Based on initial estimates, the combined companies will have more than 15 million users. After the deal closes, Plateau’s SaaS based LMS will be integrated directly into SuccessFactors’ BizX suite.

The acquisition price is fairly high for SuccessFactors, whose largest acquisition to date has been social enterprise software company CubeTree for $50 million. But clearly, SuccessFactors sees tremendous potential in aligning its business with human capital management.

Plateau Systems is a provider of Talent Management Systems that provides SaaS solutions that allow organizations to develop, analyze and manage organizational talent, one of the key factors that affect workforce productivity and operating performance. Plateau is headquartered in Arlington, Virginia with offices across the United States, Europe and Asia Pacific.

Plateau Systems was founded in 1996 by Paul Sparta, Chairman and CEO, and Brad Cooper, Senior Vice President, Product Strategy – both of whom still serve as Plateau executives. Plateau Systems developed one of the industry’s first Learning Management Systems (LMS), systems usually used by Human Resources departments for the management and delivery of learning and training across organizations. Plateau’s customers include major global organizations and government agencies. In early 2000, Plateau Systems delivered an integrated J2EE-based talent management platform, which allowed organizations to link learning and training with employee performance to measure whether employee goals were aligned with corporate objectives. In 2007, Plateau acquired Nuvosoft, a provider of Web-based compensation management software and integrated Nuvosoft’s functionality into its talent management platform.

Leena Rao

Tasking Out of Control

I am sure a lot of HR practicioners have had the issue of having too much on their plate at one time. I know over the years I had. What a sinking feeling wanting to excel at each task and wondering how you would balance them. Most HR VP's would task out specific elements of a task or the whole task to a subordinate. That is the practical thing to do. But, what about the things that that person has on his or her plate? Did you think of that? 


Well, I know that people have a tendency to task out projects and the like and then manage them from afar. The micro managers of course manage the projects and really hinder the subordinates ability to manage and complete the task feeling like he or she really did contribute. I call that managing out of control and it is a problem when you have a micro manager managing a task that you have been assigned to complete. So what do you do? 


Here are a couple of ideas and they helped me over the years:

1. make sure you understand the task and ask questions immediately if you don't
2. tell the manager that you have everything under control
3. provide the micro manager with a daily or semi-weekly update(s) so he/she understands you are on track to complete the task on time (and in some cases when budgets are in play, under or on budget)
4. ask for assistance immediately if you are stuck on an issue or hindered by the supply side of the project be it a vendor or another manager that is throwing up roadblocks
5. volunteer to be the best practice person in your department for your project or element of the project

Many managers have the tendency to stay on top of a project that hinders completion or complicates the  project, it is the subordinates responsibility to help the manager understand that it is in good hands. 

What has been your experience in being the lead person on a project and experiencing "tasking out of control"?