Behaviour Impacts:Talent Attraction & Retention
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Transcript of Behaviour Impacts:Talent Attraction & Retention
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
1
How Management Style Impacts on Attraction and Retention of Key Talent
Arthur ShelleyApril 20, 2010
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
2
Agenda Networking
Introduce some ideas on the impact of behaviour on attraction and retention of talent
Play some games that reinforce these ideas
Wrap up with what you can do tomorrow in your workplace
Networking
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
3
Desired Workshop Outcomes
Increase awareness of behavioural interactions and their impact
Develop greater understanding of each other and develop mutual respect
Build alignment of views for business and relationships
Build commitment to collaborate and constructively converse
Discuss opportunities for enhancing performance
Develop a change ready organisation to secure competitive advantage and performance
Have some fun together
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
4
Do you know the outcomes you seek?
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
5
Are Conversations that Matter happening regularly with your talent?
Leadership & Leadership Development
Mentoring & Personal development
Coaching & Skills development
Relationships, Networks,Identity & Belonging
Acknowledgement,Performance& Rewards
Experiences & Project opportunities
Strategic career path MGMTstimulates
Attraction & Retention
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Thoughts on Talent
Bill Joy, Cofounder Sun Microsystems"There are always more smart people outside your company than within it." If we are serious about developing our own talent, we must find more ways to connect with and collaborate with all of those smart people outside our organization.”
John Hagel III, John Seely Brown and Lang Davison, HBR“When these workers are not part of organizations that dismiss them as second-class citizens and instead are part of firms that view them as core to creating growing value, they seem capable of very creative problem solving.” (Speaking about front line workers)
Source: http://www.bloomberg.com/apps/harvardbusiness?sid=H12a9b09b214df3fdba284650b69531c4
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Behaviour drives Performance
Acknowledging & rewarding performance Engages, Attracts and Retains
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
8
Leadership
We need to be the change we want to see in the world (Ghandi)
The more we understand others, the more effectively we can lead them
As leaders we have a responsibility to be a role model
of the behaviours we espouse and to create the environment
required to support the constructive expression of them
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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EnteRetainment
A positive and inviting people centric environment that stimulates productive interactions. An organisational climate that attracts new talent and retains existing talent.
An enteREtainment environment is the place to be: Enter, because the organisation has a reputation for investing in the best talent; Retain, because they develop and engage people and therefore keep them Entertainment, because it is a challenging, interactive and fun work place where
employees characterise what they do as more like entertainment than work.
In this environment: Employees collaborate. Feel part of something bigger than “just work”. Career opportunities are flexible and often tailored to individuals strengths. Employees continuously build their capabilities through experiential learning. Opportunities to participate in both co-located projects and virtual interactions.
Source: Shelley, 2009 Being a Successful Knowledge Leader
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Organizational Zoo Philosophy Organisations can be like zoos; unnatural environments where animals not
normally closely associated, are pushed together into small “cages” and forced to interact against their will in a place they don’t necessarily want to be.
This unnatural environment can cause stress, lead to difficult situations and generate a negative and political culture.
But it does not have to be that way: The Organizational Zoo metaphors help to provide a different perspective and introduce a fun way to:
build relationships and teamwork increase collaboration and creativity drive innovation and productivity leverage diversity generate positive change enhance workplace culture
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Lion
Aggressive
Command and Control
Territorial
Charismatic or ego-driven
Leads by fear
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Eagle
Inspirational
Above the mire
Great long range vision
Rapid action on opportunities
Great instinct
Strategic
Leads strategically with vision
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Yucca Moth
Trusted Advisor
Often external, can be internal
Adds far more value than take
Leads from outside
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Quercus robur
Inspiration chairperson
Outside energy
Knowledge and strategy
Great insights
Endangered species
Leads loyalty and engagement
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Hyena
Decision making
Action orientation
Delivery under pressure
Innovative sourcing and application of resources
Leads output generation
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Unicorn
“Perfect”
Grip on reality?
Reliability?
Think they lead everyone
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Bee
Collaborative
Assumes specific role
Everything for the hive
Leads teamwork
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Owl
Eternal mentor
Highly capable
Chooses non-aggression
Builds capability
Quiet achiever
Humble
Leads capability development
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Gibbon
Social leadership
Morale and enthusiasm
Relationships and culture
Defuse tension
Leads social capital
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Whale
Highly intellectual
Logical
Technical brilliant
Can be accident prone
Limited communications outside the pod
Leads invention
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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DogSmart
Loyal
Enthusiastic
Leads by following
Successful leaders create “followers” amongst all types of animals.
They also inspire them to take leadership roles where possible.
Zoo Leadership Styles
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
22
Your Profiles and relationships in your Zoo
Which
animals do I most conflict with and why
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
23
Foster Behavioural Diversity
It is not the strongest of the species that survives, not
the most intelligent, but the one most responsive
to change. Charles Darwin It is impossible for individuals to be expert in all fields
It is increasingly difficult for a leader to have the capabilities to lead completely independently
Successful leaders leverage the total capabilities and behaviours of their whole team (or entire networks) to influence them to align actions with their goals
Effective co-leadership has been proven to work when the relationships and the environment are right and people are open to each others ideas
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
24
Choose your animals appropriatelyBehaviour is YOUR choice
The more versatile you can be and the better you understand and relate to others, the more successful you will be.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Time to think and challengeHere is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin.
It is, as far as he knows, the only way of coming downstairs, but sometimes he feels there is really another way, if only he could stop bumping for a moment and think of it.
And then he feels that perhaps there isn’t.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Three Behavioural Truths
Why do we move mountains for those we trust …and put them in the paths of those we don’t?
Processes are how we maintain the Status Quo … projects are how we change the world.
Relationships require willing, trust, challenge and conscious decisions …they do not (effectively) happen by osmosis.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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How balanced is your Behavioural Ecosystem
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Breakout GroupsUsing Zoo Character Cards
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Contact and Services
Arthur [email protected]
FREE behavioural profilewww.organizationalzoo.com
Consulting and mentoringwww.intelligentanswers.com.au
Ph +61 413 047 408 Tweeting as Metaphorage
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Creating the right environment: A
First,
Understand your Organizational Zoo and how your project benefits the creatures within - from their perspective (alignment)
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Creating the right environment: B
Second,
Understand your Project Zoo and how the project benefits the creatures within - from their perspective
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Creating the right environment: C
Third,
Understand how to match business stakeholders to project members based on behavioural compatibility
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
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Which animal am I?Wrong question!
How many can you be?
Need to be the right character in context to get the desired outcomes!Free on-line profile