DDI’s Talent Management Intelligence

The Market of One

By Ryan Heinl

IBM just released its Global CEO Study, a survey of more than 1,000 CEOs from around the world. I was particularly interested in this year’s results to find out what CEOs are thinking about the future of business, given our turbulent economic times. One of the leaders surveyed, the CEO of Cathay Pacific Airways, summed up the findings well—“Our customers want personalization of services and products. It is all about the market of one.”

Just consider the complexity that a market of one implies. All the services of an organization must be tailored to fit the individual preferences of millions of people around the world; preferences that change from day to day. It seems an impossible goal, and yet it’s a real one for many organizations.

This new height of customer customization also raises the requirements for organizational leadership and talent to heights yet unimagined. Most of the CEOs surveyed said that they didn’t think their organizations were even close to being ready, and that creative leadership in its broadest possible definition is the key. The report reveals glimmers of this leader’s necessary style and approach—influencing rather than commanding, encouraging experimentation, using an iterative strategy development processes, and the ability to make decisions in the face of paralyzing uncertainty.

These characteristics require significant changes in the way leaders traditionally operate. Leaders will have to fold a ribbon of creative thinking into their cultures (not just within R&D), and set direction based on a complex problem that needs to be solved rather than a clear destination.

If that wasn’t enough, the report also points out that few companies have the leaders and the management practices that can support the continuous leveling up of products, services, strategies and even business models that will be needed to compete in the market of one. This could not be more true. The companies who can quickly take stock of where their leaders stand on these types of capabilities and can close the gap will turn the corner on the recession like a rocket ship taking off.

So, how ready is your organization for taking on the market of one?

Ryan Heinl is a senior consultant for Development Dimensions International (DDI).

The Top 10 Most Annoying Things…

By Mark Dembo

The other night I was watching TV with my kids, (or should I say I was sitting with them while they were “media surfing” between live TV, DVR, computer chat, and text messages; but that’s a topic for a whole other article), and we happened on a special on Nickelodeon – a report on the Top 10 Most Annoying Things Parents Do. The basis for the show, hosted by Linda Ellerbee, was a survey conducted of kids, so it had a very interesting perspective. Their top 10 responses to “It’s so annoying when parents…”

10) …say, “Go ask your mom!” or “Go ask your dad!”
9) …obsess about things that don’t matter.
8)…say, “Because I said so, that’s why!”
7) …say, “When I was your age…”
6) …say, “When you’re older, you’ll understand.”
5) …tell old and really corny jokes to my friends.
4) …treat me like a little kid.
3) …nag me.
2) …say, “Act your age!”

And, finally, the number-one MOST annoying thing kids say parents do is when parents…don’t act their age!!!!

This list got me wondering how many people in our own organizations, if surveyed about their leaders, might have similar things to say. So, taking some creative liberties, here’s what I envision the “Top 10 Most Annoying Things Leaders Do” might look like:

10)…say, “I don’t know why we do that, go ask someone else.”
9)…obsess about the trivial in order to exert control.
8)…say, “Because I said so, that’s why!”
7)…say, “When I was in your role...”
6)…say, “When you’re in my position, you’ll understand.”
5)…tell really corny jokes at staff meetings.
4)…treat me like a little kid.
3)…nag me (e.g. don’t trust me to get my work done).
2)…say, “Act your age” (e.g. don’t complain about things around here).
1)…don’t act in a manner that befits their role (e.g. THEY complain about things).

I think we can see many similarities here in both the actual list, and the somewhat fanciful list I’ve created, yet I’m sure you’ll agree that many of these items ring true.

How can we ensure that we develop effective leaders who can get results, yet not be seen as overbearing, annoying parents? At the most fundamental level, this requires clearly articulating now only WHAT leaders need to do, but HOW they need to do it. And, our experience shows that many while many organizations are good at explaining the “Whats,” it’s the “Hows” where many leaders and organizations struggle.

At DDI, we teach and talk about the “Key Principles” – the essential behaviors and traits that apply whether you’re a leader, an individual contributor, or for that matter, even a parent. These principles, when practiced with authenticity, help leaders become organizational catalysts. Specifically:

1. Maintain or enhance self-esteem.
2. Listen and respond with empathy.
3. Ask for help and encourage involvement.
4. Share thoughts, feelings, and rationale. (to build trust)
5. Provide support without removing responsibility. (to build ownership)

The Key Principles may seem simple – yet they are neither simplistic nor easy to practice. If we all work to align our actions with these Key Principles, imagine how we can improve the quality of our interactions with those we work and live with. Better yet, if we can help others in our organization learn and apply these behaviors, not only can we avoid the “most annoying leader syndrome,” we may actually improve the organizational culture, enhance engagement, and impact organizational results. Now, just need to figure out how to deal with the “corny joke” syndrome”…

And, if you really want to be bold and adventurous – try it out with your kids!

Mark Dembo is a manager for Development Dimensions International (DDI).

The Drive to Normalcy

By Ian Till

Many of us are probably familiar with a McKinsey report released late last year showing that a “new normal” is indeed settling in—for many companies, an environment less comfortable than the one they knew in the pre-crisis world. Most are still cutting costs, some still feel that they are in a crisis, while others have started hiring and making plans for growth. How well-prepared is your organization to leverage the opportunities while addressing the continued challenges? I share four talent risks and opportunities as we ’drive’ to normalcy:

• Flat Tires: Unengaged employees who feel their jobs are monotonous and flat won’t keep your organization running—it’s exactly what organizations are facing when you consider that 51% of employees felt stagnant in their careers and are simply waiting for the economy to improve to jump ship. What’s needed? A focus on engagement and retention, especially on developing leaders who can link individual goals to organizational vision, reward success (and celebrate failure), promote continuous growth and learning, and value unique differences of today’s Generation “I”–where I stands for the Individual.

• Road Rage: The recession may have brought about a ceasefire in the War for Talent, but the war is still raging. Demographic trends have not changed significantly in the last year, and organizations with the deep talent benches and robust processes to develop talent will win both the War for Talent as well as outperform their competitors. Prepare yourself by protecting/strengthening the leadership pipeline and developing a structured approach to develop and accelerate talent.

• Speeding: A McKinsey article recently reported that the quality of workers hired during a recession rises. As we prepare for better times, and move back into cyclical patterns of resignations, organizations must not fall back on making poor and hasty selection decisions simply to fill seats.

• Blind Spots: Leaders cannot solely rely on past skills and approaches to navigate the future. The Global Financial Crisis has focused managers on behaviors primarily related to costs, risk management, and control. While these skills are important, the future will demand innovation and a clearly articulated direction. Are the leaders who led through the crisis the right leaders to drive towards the future?

The drive to normalcy will not be smooth, but understanding the talent risks and opportunities we face will help us get there faster, and avoid unpleasant incidents along the way.

Ian Till is the General Manager of DDI in Singapore. This is an excerpt of an article that first appeared in The Business Times, 13 February 2010.

“Lost” in the Middle

By Kris Routch

In a month, ABC television will end one of its most interesting and cult-creating shows after seven wild, mind-bending seasons. The show is “Lost” and whether you watch it or not, you probably are aware of the show’s premise. A plane crash strands a group of characters on a strange island in the South Pacific from which there is seemingly no escape while at the same time danger, mysteries, and evolving personal relationships test each of the characters (as well as millions of the show’s followers).   

So how is this relevant here? Well, to understand that let me share with you some personal background. As someone who has spent the better part of the last few years studying the plight of today’s mid-level leaders, I’m starting to realize that their life is more similar to the poor souls on “Lost” than we might imagine. So let me explain why.

Like our “Losties” (as they are referred to by “Lost” groupies), today’s mid-level leaders began a corporate journey that somewhere along the way changed direction and they ended up in a strange place called “middle management” that they neither recognize nor for which they are adequately prepared. As they struggle to survive in their new world, on instincts alone, they get progressively frustrated by not seeing a way to escape their “island” in the middle of the organization. Those that have managed to survive are having to do more with less and are getting more stressed and less effective. Most importantly, while they know they need help, they are having trouble seeing any on the horizon.          

So begins the story of the plight of today’s mid-level leaders. Stay tuned for my upcoming blogs where I will explore how and why they’ve ended up on their “island”, why we should care about them, and what we as organizations can do to rescue them. However, for now, like a good serial television show, you’ll have to wait until the next episode.   

In the meantime, feel free to tell us why you believe your mid-level leaders may be “lost” within your organization.

Kris Routch is an executive consultant for Development Dimensions International (DDI).