A leader creates an environment that ethically leverages the unique components of the system in which they operate, allowing their teams to achieve success consistently.
George Dean
Recruit agile thinkers who can traverse strategic to tactical thinking and action and generalist to specialist roles.
Shift to a hire-for-character and train-for-competence model.
Retain, rotate, recognize, and reward them continuously. Drop archaic HR practices such as annual reviews and promotion cycles and shift to an "as earned" model.
Nurture their know-how while allowing them to excel at their roles by creating knowledge honeycombs, blending transformative, experiential, and self-directed learning principles with rapid development tools and environments. Avoid unproductive one-and-done learning-ware and class-ware that becomes shelf-ware.
Empower them and their teams as they earn trust. Free them from organizational policies, reviews, and meetings designed to catch the very few bad apples. And enable them to take on versatile roles.
Allow employees and teams the creative freedom to generate innovative ideas and unique outcomes. The best ideas often originate from frontline staff.
Eliminate shadow organizations, intermediaries, and roles contributing to obfuscated communications, time delays, and CAPEX/OPEX waste. Leverage business governance structures to instill ownership, accountability, and agility.
Control time. It's the highest dividend money pays. An organization and value chain are only as fast as their least agile link.
Do they practice human resource leadership or human risk management? Have they created a bureaucracy bloated with excess job position classifications and administrative processes? Are they too rigid and narrow in job classification compensation structures, levels, and roles, incentivizing top performers to look elsewhere?
Establish a true partnership between employees and organizations. Commit to lifelong employment using these tenets as guiding principles. End the continual churn and enormous cost of turnover and retain and grow institutional knowledge.
Avoid extremes and one-size-fits-all policies. Embrace balanced approaches that enable performance, vitality, and flexibility. Support your employees in pursuing a happy, engaging, and fulfilling life.
Shift from project to Capability Thinking®. Tenets of Capability Thinking® include replacing IT application teams with embedded capability teams in business operations, oval organizations emphasizing networks rather than hierarchies, trust, agile thinking, minimalism, and replacing project management with resource management.
Inperva™ is in everything we do.
