DDI’s Talent Management Intelligence

Come On Guys, Play Fair

By Ann Howard, Ph.D.

When I applied for my first job in the 1960s, I was told “You can’t interview management candidates; only men are allowed to interview men. You can interview women for clerical jobs.” We’ve come a long way from such blatant discrimination against women in management.

But according to the latest report, “Holding Women Back: Troubling Discoveries and Best Practices for Helping Female Leaders Succeed,” from DDI’s Global Leadership Forecast 2008|2009, the stop signs to women’s advancement are still there; they’re just harder to see. Participation in programs that ease the route to the top – like high-potential programs or mentors—is typically secret, and few realize how often decision-makers favor men over women.

When I was a kid we celebrated Easter in the town park; whoever caught a released rabbit could keep it. There were careful instructions not to pick up the rabbit but hold it on the ground until an adult could retrieve it. One year, the first rabbit abruptly turned around, came directly toward my sister and me, and I caught it!  While I dutifully held the rabbit on the ground, about eight boys jumped on top of me and claimed that they had caught it. The adult didn’t see what happened and took away my prize.

Guys, a promotion won by stacking the deck is no better than a rabbit won by deception or an Olympics contest won by strength-enhancing drugs. We gals aren’t asking for favoritism—let the best leader advance. But couldn’t you at least play fair? You’d feel better, and so would we.

Listen to Ann Howard on DDI’s Podcast, Holding Women Back: Why gender still matters on today’s career ladder.

Ann Howard is the Chief Scientist for Development Dimensions International (DDI).

Embrace the “Brown Fat”

By Barry Stern, Ph.D.

Years ago, a former colleague and business partner, exasperated with a client’s middle management layer, referred to them as “the arteriosclerosis in the veins of the organization”. Today it has become de rigueur to fret over the arteriosclerotic impact of the current global economic climate upon leadership pipelines. Yet while watching the news early one morning this week I found out that there is a “brown fat” that comprises a small percentage of an adult’s body weight which might play some role in regulating body weight and energy balance. Perhaps, I was informed, there may even prove to be a link between obesity and a lack of brown fat. And the very next morning my sensibilities were further assaulted when I was reminded on the same show that the cholesterol scouring class of drugs called statins could cause lethargy, muscle weakness, and liver damage.

So this got me to thinking about two sets of questions:

• What is our responsibility as HR professionals to seize this unique moment in the business environment to leverage those “brown fat” leaders now more likely to remain in our organizations?  How vital to our organizational leanness and energy balance are they? And finally, have we the nuanced approaches and systems to accomplish this in a meaningful way?
• Are our statin-like efforts to “unclog our pipelines” too heavy handed? Will the side effects of our efforts likely sap the vitality from our organizations and ultimately result in permanent disability? 

Just as researchers are sure to learn more about brown fat in the immediate future, I propose that we “embrace the brown fat” with our Talent Management efforts. There’s much to learn. What steps are you taking? This golden opportunity won’t last forever. The clock is ticking. 

Barry Stern is vice president, Consulting Services and Delivery for Development Dimensions International (DDI).

Workplace on Stage

By Mike Hoban

Isn’t it curious how popular the workplace has become, not just as a backdrop but as a central theme - a theater of the absurd - for television entertainment?  It’s the “Dilbertization” of the airwaves and several shows are riding that airwave. You may tune in to the weekly misadventures of the misfits at “The Office,” led by clueless boss, Michael Scott. That office culture is disturbing, dysfunctional and dismaying. Oh yes, and hysterical. No matter how awful your own workplace might be, at least it’s not Dunder Mifflin, "The Office’s" fictional company.

“Scrubs” focuses on peculiar characters in a wacky workplace, in this case the hospital and “Ugly Betty” features the ugliness not so much of Betty, but of the office culture in the fashion industry. And two new sitcoms, “Parks and Recreation” and “Better off Ted,” position the workplace as a potentially outlandish parcel of the universe. In “Better off Ted,” the company motto is “Money before people.” Cynical. Snarky. And funny.

Fox has decided to play the genre differently with the upcoming “Someone’s gotta go”, a reality show about a work group deciding who among them will be laid off.  As a Fox executive said by way of explanation, "It's Survivor meets The Office."  Here’s one story about it. 

Of course, the workplace-as-humorous-existentialist-purgatory theme has a rich tradition.  The Mary Tyler Moore Show; M*A*S*H; Taxi; Night Court; Cheers; Welcome Back Kotter  used the ironies and absurdities of workplaces to make the point that work is more than just the source of a paycheck.

And I think that because of the blurring of work and non-work in our lives, the workplace has gotten more of our mindshare and has become a legitimate target of satire and social commentary. Yes, workplaces can be toxic, but calling out that toxicity and playing it for laughs acknowledges the human condition.

Mike Hoban is a senior consultant for Development Dimensions International (DDI).

Is the Pipeline Clogged?

By Rich Wellins, Ph.D.

DDI’s CEO, Bill Byham, is always thinking.  In 2000, he wrote a best-seller called Grow Your Own Leaders (Financial Times Prentice Hall Books) and reinforced the “war for talent” which he predicted would be especially acute at higher leadership levels due to an aging workforce.

That was back then.  Fast forward to 2010, the “leadership world” according to Bill has changed.  The war for talent may well be over for many parts of the world.  And, the leadership pipeline may become clogged. 

Why? For one, advances in healthcare make it much more likely that people will live for longer.  The traditional 10-15 golden years could extend to 15-20.  Many people, (not all) find this a bit long for “retirement” and are increasingly worried they will outlive their savings.

Perhaps a bigger reason is the enormous economic losses we faced in the last two years—many people are simply unable to retire.  The potential consequences are enormous:

• What happens to younger high-pos interested in rapid progression?  Will we be able to hang on to them?  Are they likely to start their own “younger Incs,” competing with traditional corporations.
• What do you do with senior managers coasting to retirement?  It’s one thing to tolerate a bit lower productivity for the final years of a career.  But what happens if “coasting” goes on for five years or more?
• Will the clogged pipeline lead to stale business models, less innovation, and diminished chances for change?  Diversity, especially at leadership levels, is key to business success.

So, do you think the war for talent has ended–at least for the next five years?  Are you worried about a clogged pipeline?  We’re interested in what you think can be done about it.

Rich Wellins is senior vice president at Development Dimensions International (DDI).

Protect the Core

By Matt Paese, Ph.D.

A few months ago, The Conference Board Review published an article I wrote about CEO succession—“Your Next CEO”. At that time, business was in a different place than it is today. I set out to make the point that CEO succession is not just a decision, but rather an ongoing process in which senior leaders are constantly reaching higher.

I also made the point that to sustain a leadership advantage, organizations must give leaders targets that reflect where the business is going—not just where it is today. So, now in this climate of survival and uncertainty, has the economic crisis made my point moot? Is it folly to be focusing on long-range leadership continuity when we don't know what will happen next week?

I don't think so. In fact, I think it's now more important than it was before the economy melted down.

In the last few months, we’ve witnessed many CEOs paraded out of their corner offices. Did they fail the organization, or did the organization fail to select a leader who could not only guide great momentum, but also protect the core of the business in a crisis?

Protect the core. A mandate pregnant with questions.  What is the core?  Your products? Your infrastructure? Your customers? Your people? I have my opinions, but whatever you decide, ask yourself who will stand guard over it. It's true that few of us can divine the new realities that will emerge from this crisis. But we are not powerless to position ourselves for the comeback.

Desperation may tempt (even force) us to see wisdom in short-term thinking.  It feels good to survive when death is the alternative.

But this is not the time to look away from leadership capability. To poise yourself for a quick rebound when the economy turns again, this is the time to look closer.

Matt Paese is the Vice President of Executive Solutions for  Development Dimensions International (DDI).