Behaviour Impacts:Talent Attraction & Retention

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© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author 1 How Management Style Impacts on Attraction and Retention of Key Talent Arthur Shelley April 20, 2010

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How to create the right behavioural environment to attract and retain

Transcript of Behaviour Impacts:Talent Attraction & Retention

Page 1: 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.

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How Management Style Impacts on Attraction and Retention of Key Talent

Arthur ShelleyApril 20, 2010

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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

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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

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Do you know the outcomes you seek?

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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

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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

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Behaviour drives Performance

Acknowledging & rewarding performance Engages, Attracts and Retains

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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

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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

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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

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Lion

Aggressive

Command and Control

Territorial

Charismatic or ego-driven

Leads by fear

Zoo Leadership Styles

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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

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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

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Quercus robur

Inspiration chairperson

Outside energy

Knowledge and strategy

Great insights

Endangered species

Leads loyalty and engagement

Zoo Leadership Styles

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Hyena

Decision making

Action orientation

Delivery under pressure

Innovative sourcing and application of resources

Leads output generation

Zoo Leadership Styles

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Unicorn

“Perfect”

Grip on reality?

Reliability?

Think they lead everyone

Zoo Leadership Styles

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Bee

Collaborative

Assumes specific role

Everything for the hive

Leads teamwork

Zoo Leadership Styles

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Owl

Eternal mentor

Highly capable

Chooses non-aggression

Builds capability

Quiet achiever

Humble

Leads capability development

Zoo Leadership Styles

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Gibbon

Social leadership

Morale and enthusiasm

Relationships and culture

Defuse tension

Leads social capital

Zoo Leadership Styles

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Whale

Highly intellectual

Logical

Technical brilliant

Can be accident prone

Limited communications outside the pod

Leads invention

Zoo Leadership Styles

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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

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Your Profiles and relationships in your Zoo

Which

animals do I most conflict with and why

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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

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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.

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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.

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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.

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How balanced is your Behavioural Ecosystem

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Breakout GroupsUsing Zoo Character Cards

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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

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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)

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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

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Creating the right environment: C

Third,

Understand how to match business stakeholders to project members based on behavioural compatibility

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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