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How HR Creates (and Destroys) Credibility with Business Leaders

Written by Mark Nyman

 
 
 

We work with hundreds of HR organizations across the globe. Some HR groups are well thought of and are viewed by business leaders as critical to the success of the organization. Some are viewed as a necessary evil who show up when something is wrong and whose primary role is policing the organization. Many HR groups are somewhere in between the two extremes, but most HR organizations have room to improve in being credible and partnering effectively.

In our work we have observed patterns that increase credibility and also patterns that erode credibility. Below are some simple observations about the approach HR takes that creates or detracts from credibility.

Credibility Creators

Optimize the Business: Many HR leaders lose sight of the fact that HR is a support organization. The goal is not to optimize HR. HR leaders who consistently make decisions using a business lens rather than an HR lens know that sometimes HR work will become more difficult, but that is OK. It does not mean that efficiencies are ignored, but the priority is clear with HR groups that are highly credible. A global pharmaceutical company that we worked with recognized this issue in how they designed talent acquisition. One part of the organization had very different needs and timelines than the rest of the organization. The CHRO responded to the need by embedding talent acquisition capability from an otherwise centralized TA group into that part of the organization. Effective HR leaders have this kind of logic embedded in their DNA.

Outside-In Approach: For years we have talked about the need for HR to be connected to the business. That is valuable but not sufficient. HR groups that are credible have a keen understanding of customers, investors, competitors, and emerging external trends. They use HR levers to help business leaders respond to external trends. For example, a telecom company facing a shift from grounded phone lines to web-delivered media helped launch a retraining program that would help develop the workforce of the future. We call this HR from the outside in. It is easy to talk about but challenging to pull off.

Credibility Detractors

Neglecting the Basics: There is HR work that is very strategic and connected to helping organizations gain competitive advantage. There is also essential work HR must do that is behind the scenes, needed to keep the business running, and often transactional in nature. If the essential work is not done flawlessly, credibility suffers and leaders are not likely to ask HR for help on strategic matters. If you can’t pay people correctly and on time, you are unlikely to have a voice in how to respond to business threats and opportunities. Most of the HR organizations we work in are striving for more strategic impact and don’t get there because basics like payroll and employee relations work is being done inconsistently. The basics have to be fixed first.

Pushing HR’s Agenda: Credibility takes a huge dive when business leaders spend time doing HR work that is not helping them solve their current and emerging business issues. Often HR groups roll out a number of programs that HR views as key while business leaders see no connection to solving their challenges. We call these solutions looking for problems. One organization we worked in had 17 different businesses in various parts of the world. The central HR group determined that every part of the company needed training in effective teamwork. In a few parts of the organization it was very helpful but for much of the organization it was an activity they had to complete but the time spent did not help solve current business challenges.

Driving the Wrong Standards: One of the longest running challenges for HR organizations (and other key functions as well) is knowing what to standardize and what to customize. The answer to this challenge is at the heart of effectively supporting the business. The related decision is what work to centralize and what work to decentralize. Teasing this out is not easy but always worth it. If you get it wrong from the perspective of business leaders, your credibility will take a significant hit. An energy company with operations all over the world implemented a one-size-fits-all performance management system. Many parts of the business ended up creating their own system so that the system was really helping them manage performance. Thousands of hours of work were dismissed and HR credibility fell because HR failed to recognize that a standard solution would not fit a business reality that required a much more customized answer.

Credibility matters. Businesses need effective HR organizations in order to navigate the challenges of today’s business environment.  Most businesses we work in would like to have HR partners helping them anticipate and meet the challenges facing them. To do so, HR must have the credibility to play the role organizations desperately need them to play.

That credibility comes from knowing how HR contributes to business function, how it can function better, and having solutions that help both happen.

Click here to learn more or contact us to find out how The RBL Group can help you build the credibility of your HR organization.

Original article: rbl.net

Have you flipped the switch to global thinking yet?

 By Kirsty Thompson

 

 

 

 

Thank you to everyone that voted in our poll on whether international leadership training programs are relevant in South Africa.

An overwhelming number of you voted YES, agreeing that international leadership training programs are relevant in South Africa, but we also had some interesting comments. One hit the nail on the head – ‘we need to start seeing ourselves as international and align to global standards’. Another comment warned against using ‘uniqueness to hide incompetence’.

So why might global programs be relevant?

The most obvious is that leading in a rapidly evolving global environment surely requires that we access a diversity of thought beyond our own borders and frames of reference. Whether it is the concepts and ideas of the ‘grandfathers’ of leadership theory, or the latest thinking and trends such as AI disrupting and transforming learning and development, we simply must expose ourselves more widely.

Relevance too, comes from the fact that many core leadership attributes have been widely shown to transcend geography and are considered universally applicable (GLOBE). Given the increased global nature of organisations, leadership training that can be delivered consistently to leaders across borders, provides a shared language and a reference point that can be powerful in driving the ownership of behaviour change and affecting a cultural shift in the organisation. And as Peter Drucker said: “Culture eats strategy for breakfast”!

The trend toward the global economic village is clear, and the 21st century may very well become known as the century of the “global world” (McFarland, Senen, & Childress, 1993). As leaders, now more than ever, it’s time to seek out the best in class thought leadership (from wherever that originates), make it contextually relevant to ourselves and our organisations, and do the hard work necessary to become the responsible, future-ready leaders to take our organisations and ourselves to great heights.

Business Results Group

With more than 15 years of experience in leadership development, BRG stands on the shoulders of giants. We facilitate greatness by partnering with world respected thought leaders to bring them and their content to Africa, and enable our clients to #BeReallyGreat. We continue to be inspired!

Neuroplasticity: Upgrade Your Brain

by Adam Gale

Focus, creativity and stress-management are all things you can change with a bit of brain science.

WHAT IS NEUROPLASTICITY?

Neuroplasticity is the brain’s ability to form new synaptic connections between neurons. It’s what enables us to learn new things.

We’re at our most neuroplastic as babies, but as we get older and become more efficient at doing things we already know how to do, we get less neuroplastic. In recent years, however, scientists have discovered that adult brains are far more malleable than they’d previously thought.

WHY DOES IT MATTER TO ME?

Because it means you’re able to improve things that you didn’t realise you could. Whereas before you may have thought there was no point trying to improve because you were congenitally unimaginative or irredeemably scatterbrained, now you have no excuse.

‘Neuroplasticity is happening anyway, we don’t have to do anything to make it happen,’ explains Dr Jenny Brockis, author of The Future Brain: The 12 Keys to Create Your High Performance Brain. ‘If you are exposed to new stimuli, your brain will rewire itself in response.  But if you choose to, you can literally upgrade how well your brain functions in areas like memory or focus.’

HOW CAN YOU USE NEUROPLASTICITY TO UPGRADE YOUR BRAIN?

We are creatures of habit, whether we like it or not. If we’re in a situation often enough, our brains will form such strong pathways that our responses become automatic. It’s similar to riding a bike or using a keyboard.

Unfortunately, our brains can just as often form unhelpful habits as helpful ones: giving a speech automatically causing unnecessary anxiety, for instance. If we want to harness our inherent neuroplasticity to replace bad habits with good, we simply need to practice applying the good habit in a given situation instead of the bad one, until it becomes our ‘new normal’.

It’s hardly rocket science (or indeed brain surgery…), but it works. To increase your chances, Brockis advises picking one thing to work on at a time. ‘New synaptic connections are incredibly fragile when they first form, so you’ve got to nurture them and make sure they stay intact by going back to them and practising. It’s a bit like when you learn to drive a car for the first time – it’s clunky and horrible at first but with repetition and time it becomes much easier,’ Brockis says.

Don’t expect a one-off fix, however. Vigilance and discipline are required. ‘We don’t break habits, they just get weaker if we can replace them with a new, stronger habit. But when a bit pressure comes along, the stress levels go up and we default to the old ways. The brain’s hardwired to go back to the simplest route it knows best.’

WHAT IF YOU DON’T GET THE CHANCE TO PRACTISE YOUR NEW GOOD HABIT?

Rewiring how your brain responds to something that happens regularly (your nightmare morning commute, let’s say) is a lot easier than when the trigger happens less frequently.

Public speaking, for example, is something that for many people only comes along once or twice a year. It’s not impossible to use neuroplasticity to your advantage in these situations, however. Visualisation has been proven to activate the same parts of the brain as actual practice does while focusing on a positive past memory can help to improve your mindset.

ARE THERE LIMITS TO NEUROPLASTICITY?

The short answer is we don’t know. The research is still in its infancy. However, it would seem unlikely to expect you could transform yourself from, say, a numbers dunce to an arithmetical genius, just through a spot of practice. Some things are just hardwired.

But progress is possible where before we assumed it wasn’t. It’s a particularly relevant message for older workers, who might face the prospect of having to retrain mid or late career. ‘The more we use our brain to continue to learn new things the more plasticity we retain. That old saying of “use it or lose it” was right,’ says Brockis.

Old dogs can learn new tricks then, but only if they keep trying.

 

This article was originally posted on Management Today.

Contact us at info@brg.co.za to book Dr Tara Swart and achieve peak brain performance through neuroscience.

 

Sleep your way to the top

By Dr Tara Swart

What makes a good leader?

Senior executives, managers, and business leaders are paid to use their brains. So it is surprising how little emphasis many put on this vital organ.

In a fast-paced world that is constantly changing, the brain’s executive functions, such as creative and flexible thinking, task-switching, bias suppression, and emotional regulation, are becoming increasingly important. But our ability to perform well at these outputs will be enhanced only if fed the right inputs. These include nourishing, hydrating, and oxygenating the brain appropriately, simplifying tasks to give the brain mindful time, and resting it.

That final element – rest – is one of the most crucial. We often hear stories about famous leaders such as Margaret Thatcher surviving and even thriving on very little sleep (Thatcher did suffer from dementia in her later life). It is true that an extremely limited number of people (1-2% of the population) have a genetic mutation that reduces the amount of sleep they truly require for optimal functioning to 4-5 hours a night. But for the rest of us, getting seven to nine hours of good, quality sleep every night is vital for staying on top of our game.

Why is sleep important?

Sleep deprivation will negatively impact your cognitive performance. Getting less sleep than the recommended amount can cause an apparent IQ loss of five to eight points the next day, and population norm studies have shown that losing an entire night’s sleep can lead to up to one standard deviation loss on your IQ. In other words, you’re effectively operating with the equivalent of a learning disability.

Shorting your sleep can have longer-term effects as well. Our glymphatic system requires seven to eight hours to clean our brains, a process which flushes out protein plaques and beta-amyloid tangles that can lead to dementing diseases if allowed to accumulate. Not getting enough sleep, or getting poor quality sleep (which includes sleeping after drinking alcohol) inhibits this process and can therefore increase the risk of developing these types of disease.

While high stress levels can make sleeping more difficult, getting a good night’s sleep can also help to reduce the effects of stress.

How can I improve the quality of my sleep?

There are many simple but effective ways you can improve the quality of your sleep. Those who work late on phones, laptops, and tablets are at a higher risk of poor sleep quality. This is because melatonin, the hormone that helps regulate our sleep, is released by the pineal gland into the bloodstream. The blue light that phone and laptop screens emit confuses the gland because darkness is what triggers it to start work. Our ability to fall asleep, and the quality of that sleep, is thus impacted. Brain activity may increase by virtue of the information we are consuming at those late hours as well. Turning off all screens an hour before bed is a good antidote to this.

Other simple ways of improving sleep quality include:

  • Making sure you are sleeping in complete darkness—no stand-by lights in the bedroom and with black-out curtains (or wear an eye mask).
  • Avoid caffeinated drinks after 2:00 pm. The half-life of caffeine is 8-10 hours and its effects can disturb your sleep.
  • Try lavender. Our olfactory nerves directly connect the nose to the limbic part of our brain. Lavender is the strongest naturally occurring neuro-modulator. Try using it to relax and to create an association with sleep when you go to bed.
  • Skip the nightcap. Although alcohol is often used by people to help them fall asleep, it interferes with proper sleep cycles and does not provide a benefit.

If your sleep has been disrupted, there are ways you can cope in the short term:

  • Napping during the day gives your brain a power boost. A 30-minute nap improves your learning and memory. A 60–90 minute nap will help additional connections to form, which aids creativity.
  • As little as 12 minutes of meditation or mindfulness activity can boost your cognitive function significantly enough to build up your mental resilience.

Through my work as a leadership coach and the courses,I teach at MIT (Applied Neuroscience: Unleashing Brain Power for You and Your People and Neuroscience for Leadership) I regularly come across driven, ambitious, capable people who want to excel at what they do. But often they have not considered the mental resilience it will take to achieve and sustain their goals, whether heading up a global company or simply reaching the next level in their career. Resting your brain properly through a good night’s sleep is essential to achieving mental resilience and peak brain performance.

About the Author: Dr Tara Swart is a neuroscientist, leadership coach, award-winning author and a medical doctor. She works with leaders all over the world to help them achieve mental resilience and peak brain performance, improving their ability to manage stress, regulate emotions and retain information.

Contact us at info@brg.co.za to book Dr Tara Swart and achieve peak brain performance through neuroscience.

 

Communicating Under Pressure

By Brent Gleeson

Effective communication is 20% what you know and 80% how you feel about what you know.” – Jim Rohn

Communicating under pressure is a critical leadership component learned very early on during Navy SEAL training. Without having the ability to maintain composure, think clearly, gather information and make a call, you can’t succeed in combat. Which of course can lead to the worst possible outcome.

The same applies in business leadership situations, without death and dismemberment of course. We all know what it’s like to have the perfect response pop into our heads after an important situation or verbal exchange, too late to be of any use. And then there are those who can face all kinds of conflict and seem to know exactly what to do and say. And they do so in a calm and tactful manner. Faced with an angry customer, an uncooperative co-worker or tense negotiation, they don’t stammer or get upset. They keep their cool and glide through the situation getting what they want without breaking a sweat. These are the people who typically rise rapidly through the ranks. But great communicators are made, not born. It’s simply about having the right tools and knowledge.

Thinking on Your Feet and Communicating Effectively

Performing well under pressure builds trust within the team and makes others confident in your ability to not only lead the team but also support the team in stressful times. Here five benefits of thinking on your feet:

  1. Credibility: Others will believe what you have to say. Your associates will believe in you when you earn their respect. You do that be being credible, especially under fire.
  2. Professionalism: Being able to think on your feet means that you can respond, in some capacity, to all questions. You don’t always have to have the perfect answers, but rather ownership over finding solutions.
  3. Reliability: Others will find you dependable. When you are effective in critical situations others will look to you for leadership.
  4. Relationships: You will increase positive rapport with others.
  5. Confidence: Others will see you as more sure of yourself.

The more we focus on communicating well under pressure the better we will be at it. So let’s take a look at how to identify snags and improve leadership communication.

Eliminating Your Communication Hang-ups

Everyone has trouble communicating ideas at some point. Awareness of your communication hang-ups and how you react in various types of conversations and communications can help you develop solutions for improvement. Here are four common hang-ups:

  1. Controlling Emotions: This is a big one for most people. When we lack the ability to control our emotions we appear less confident. That weakens our ability to clearly get our point across and makes others less likely to be receptive to what we are saying.
  2. Prejudice: When we go into a conversation without an open mind nobody will benefit. When we take time to clear our minds and tell ourselves we will put our prejudices aside we will have a better foundation from which to have more productive communication.
  3. Fear: There are plenty of times we fear the conversation that needs to be had. Most people don’t enjoy conflict and therefore prefer to put those tough conversations off or sugarcoat what they are trying to say. Don’t put off the tough conversations. Remain calm, be candid and take it one step at a time.
  4. Body Language: Communication is about 7% the words we say. The rest is tone and body language. Be aware of these things and control them when possible.

Communication problems begin when you don’t keep an open mind to what others have to say and refuse to compromise. When you don’t strive to achieve a collaborative solution everybody loses. Remember to remain objective, actively listen, ask good questions, and concentrate on creating common ground.

This article was originally posted on Forbes.

Contact us at info@brg.co.za to equip your leaders to be calm and effective no matter what. Business Results Group is the exclusive licensed provider of  Think On Your Feet® across Sub Saharan Africa. 

 

5 Secrets To Double Your Team’s Intelligence

Multiplier leaders behave similarly in 5 ways: they act as talent magnets, liberators, challengers, debate makers and investors. 

  1. Talent Magnets don’t have a shortage of talent, quite the opposite – people line up to work for them.  They have an innate ability to identify what Wiseman calls the “native genius” in each member of their team, naming the talent and then putting it to work for them.  They are not constrained by traditional job descriptions, but rather seek to apply the talent of their team to the job at hand.  
  2. Liberators free people up to do their best thinking.  Instead of providing all the answers, liberators have learned the art of asking the question, facilitating conversations that encourage people to find their own answers.  Multiplying leaders encourage people to think for themselves instead; those employees quite literally report that they become smarter.
  3. Challengers are up for precisely that – a challenge.  The have the ability to stretch people beyond their current capability, thrusting people out of their comfort zones in such a way that the “stretch is met”. As people step into their new zone, they discover a level of capability that they never knew existed.
  4. Debate Makers create the ultimate democracy, convinced that the best answers will come from the group. Instead of setting teams up to fail and fight, Multipliers who facilitate debate give their teams time to research their position, clearly define the parameters and goals, and then “pit their wits against each other” to unleash the potential of what lies in the realm of possibility.
  5. Investors answer the biggest question of all: how do we get people in the business to be accountable for the outcome?  Investors know that real ownership and accountability only comes when the individual or team have made the decision themselves, what Wiseman terms “giving them 51% of the vote”.  A courageous act?  Maybe, but one that will forever change the landscape of your business.

Do you want to access double your team’s intelligence? Click HERE for more information or contact us at multipliers@brg.co.za to book a needs assessment.