In this article you will find six good tips to improve your and your company’s hiring process. I want to offer a seventh: Hold the managers accountable for their hiring decisions. Track their hiring history and use it as one of the criteria for their career advancement. Do you want to share your comments on this subject?
The attached article summarizes the results of an interesting study of how customers react to automated responses in two industries.
Their conclusion is that customers in the study reacted positively just by knowing they had the option to access a human. Quoting the article: “This implies that companies deploying self-service technologies for anxiety-provoking tasks might be able to put their customers at ease, and enhance their trust in the firm, with a relatively low-cost change in design. Just knowing that we can chat with another person – even if we don’t choose to do so – seems to make a big difference.”
As indicated in the attached article, I think it is a good practice to assess your professional and personal growth every three years. Work and life in general are usually so hectic that proactively scheduling time to reflect on your past accomplishments and to define your growth opportunities is always useful. There are also some good quotes from management guru Peter Drucker that you will likely find practical.
Very good list of the top five questions you should ask when starting a new job, either within your current company or in a new one.
The first one, as correctly indicated in the article, is the most important one: How will you create value?
I just finished reading The Go-Giver Leader by Bob Burg and John David Mann, one of the four books in The Go-Giver series.
The title of this post is a direct quote from the book. I think it represents an important message and challenge to all of us as leaders: What do we really have to offer to those we are trying to lead? It forces us to think about “What’s in it for them”, “them” being those we are leading, rather than “What’s in it for me.”
Percy M. Cannon
Since the beginning of the year, three different clients have asked me how to plan a second career.
Part of my advice included a summary of the process I followed a decade ago. It was useful to them and could be useful to you, too, if you are considering a career change.
As I was approaching the half-century mark in my life, with one-half of it lived inside the corporate world, I asked myself the following question: How can I make the rest of my life… the best of my life?
Up until this point, I had worked as a corporate executive. I wasn’t sure if I should continue in that vein or try something different.
To decide which path to take, I did some deep soul searching in three areas:
- What were my strengths?
- What was I passionate about?
- How could I better serve people?
The outcome of this process, which took a couple of years, helped me make the necessary adjustments to my Personal Mission Statement and its related professional and personal implications.
I decided to start a second career, focused on helping businesspeople, like you, succeed in both your professional and personal roles.
However, there was an element that was missing: a sense of urgency. I was too comfortable inside the corporate world to make a change . . . that is, until two of my kids announced, within a few days apart, that they were each expecting their first child.
I asked myself what kind of a grandfather I wanted to be. The short answer was to be a present and engaged one. This was the missing element to trigger the execution of my updated Personal Mission Statement.
As a result of this process, nine years ago I quit my corporate job to do, among other things, what I am doing for you today: help you succeed in both your professional and personal roles.
You don’t need to wait until you turn 50 or any age to adjust your Personal Mission Statement. You are never too young or too old to define or redefine what you want to do with your life.
Count on me to help you in this process.
Percy M. Cannon
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I recently attended a two-day workshop, called “The Go-Giver Entrepreneurs Academy,” led by the co-author of the “Go-Giver” series, Bob Burg, and his business partner, Kathy Tagenel.
In case you aren’t familiar with this concept, the key message is to “give exceptional value and enjoy extraordinary results.”
Although several of the workshop insights resonated with the good practices I’ve observed in my personal experience and with corporate clients, I want to share with you my top three takeaways:
- We have a choice to make: Be a Go-Taker or a Go-Giver. Go-Takers focus on “What’s it for themselves,” whereas Go-Givers are all about “What’s in it for the other person.”
- Go-Givers display the Five Laws of Stratospheric Success:
- The Law of Value: Your true worth is determined by how much more you give in value than you take in payment.
- The Law of Compensation: Your income is determined by how many people you serve and how well you serve them.
- The Law of Influence: Your influence is determined by how abundantly you place other people’s interests first.
- The Law of Authenticity: The most valuable gift you have to offer is yourself.
- The Law of Receptivity: The key to effective giving is to stay open to receiving.
- We can apply these concepts and laws to build long-lasting relationships. And we can do so both within our professional and personal roles.
I have given copies of this book as a present to relatives, friends, and clients. After reading it, one of the clients told me he, too, had bought several copies of the book to give as presents.
Are you ready to become a Go-Giver?
Percy M. Cannon
This article is a good reminder of the strong leadership required to proactively create the desired cultural behaviors for your company or team. To me it boils down to holding everyone accountable, from the most to the least senior person in an organization or team. The fact that it may take time and energy to change “the way we’ve always done business here” should not be an excuse for not defining and enforcing the desired culture.
Any experiences on this topic you would like to share?
Provocative title…. Although a lot has been written about the qualities needed to be a good leader, I think the one trait that might still have plenty of room for improvement is treating people like human beings, not human doings…. Check out the other four qualities in the attached article.
Beyond the obvious importance of having the right technical skills for the type of job and industry, the attached list of 10 items outlines a set of soft skills to watch out for.
I want to highlight conflict management. I already see this as an opportunity in the interaction within the teams I work with. We are wired differently on our conflict management preferences: some like to debate until reaching full consensus, others participate on and off, and still others prefer to stay quiet. I find it important to recognize the different styles within the team, ensure full participation and manage the debates appropriately.