s t r e n g t h • d e t e r m i n a t i o n • p a s s i o n • v i s i o n • c o u r a g e e x p e r i e n c e • t r u s t • fl e x i b i l i t y • i n fl u e n c e W H A T ’ S I N S I D E A G R E A T L E A D E R ? a c c o u n t a b i l i t y • c o l l a b o r a t i o n p e r s i s t e n c y • r e s p e c t progress /ˈprəʊgrɛs/ 1 forward or onward movement towards a destination 2 development towards an improved or more advanced condition Issue 3: July 2015 your organisation british business after the election is your company’s board as global as its aspirations? your role the outsight principle developing VUCA-ready leadership practitioners your career business partner – making it work in another life I’d be an election mastermind
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strength • determinatio
n • p
assio
n • vision • courage
experience • trust • flexib
ility • influenceWHAT’
S IN
SID
EA
GR
EAT
LE
ADER?
accountability • c
ollaboration
persistency • respect
progress/ˈprəʊgrɛs/
1 forwardoronwardmovementtowardsadestination2 developmenttowardsanimprovedormoreadvancedcondition
Issue 3: July 2015
your organisation britishbusinessaftertheelection isyourcompany’sboardasglobalasitsaspirations?
your roletheoutsightprinciple developingVUCA-readyleadershippractitioners
your career businesspartner–makingitwork inanotherlifeI’dbeanelectionmastermind
2 3your organisationBritish business after the electionGideonRachman|Chief ForeignAffairsCommentator|FinancialTimes
Is your company’s board as global as its aspirations?PankajGhemawat|ProfessorandAuthor|NYUStern& IESEBusinessSchool
your roleThe outsight principle: how executives really become authentic leadersHerminiaIbarra|ProfessorandAuthor|INSEAD
Developing VUCA-ready leadership development practitionersKarenWard|ResearchDirector|AditiUnlimited
your careerBusiness partner – making it workJohnWhelan|HumanResourcesDirector|BAESystems
In another life I’d be an election mastermind, with some help from Dr SeussKarenClark|SeniorConsultant|StrategicDimensions
ThisissueofProgress containsamixofcontributionsfromourownteam,associatesandwiderbusinessandacademiccontacts.Thesearticlesreflectthebreadthofourinterestswiththepractical,academic,andresearch-basedactivitiesofCRFandPARCcontinuingtoattractever-increasinginterestandmembershipfromorganisationsofalltypesandsectors.Similarly,thesearchworkofStrategicDimensionskeepsusfirmlyabreastofthechallengesfacingHRleadersandtheirteams.
Itseemstousthatfromanoperationalperspective,HRisdoingworkofexceptionalquality,embracingtechnologyandsmarterwaysofworking,oftenwithsignificantlyfewerresources.Wearealsoseeingadeterminationtoprogressintheareasoftalent,performanceandchangewhicharehighontheagendainourdiscussionswithChiefExecutives,HRDirectorsandtheircolleagues.Butthesearedifficultconceptstodealwith,requiringsubjectunderstanding,strategicvisionandcommitmenttoimplementationinanoftenscepticalenvironment–issueswealwaysaimtoaddressinourCRFandPARCactivities.
Formanyorganisationsthereistheaddeddimensionofimplementationonaninternationalbasiswhenthelocalcultureandbusinessenvironmentcanintroducesubtledifferencesofunderstandingandacceptanceinaddressingtheorganisationalandindividualperformancedriverssoimportanttocommercialsuccess.
Wehavebeenmindfulofthisinternationalcomponentforsometime,reflectedinourInternationalConferenceswhichhavebecomeanintegralpartofourannualprogrammeofevents.WeareinViennainOctoberofthisyear,whilstin2016wewillbeinPrague.However,werecognisethatwehavetodomoreinternationallyandhaveCRFeventsplannedforBrussels,Lausanne,AmsterdamandMunichthrough2016.
Wealsocontinuetoseekthebestpeoplefromaroundtheworldandinvitethemtocontributetoourprogrammes,providingthediversemixofcontemporarythoughtleadershipandbusinessexperiencewhichourmembersvalue.
IhopethatyoufindProgressan interestingandthoughtprovokingread. Wewelcomeyourfeedbackandviewson thetopicsaddressed.
Enjoythesummer.
Warmestregards,
Mike Haffenden
FounderandDirector
Published by Corporate Research Forum, PARC and Strategic DimensionsOneHeddonStreetMayfairLondon,W1B4BD
t|+44(0)2074707106f|+44(0)2074707107
crforum.co.ukparcentre.comstrategic-dimensions.co.uk
@C_R_Forum@StratDimensions
Nopartof thisworkmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeansincludingcopyingandrecording,withoutwrittenpermissionfromthecopyrightowner,applicationforwhichshouldbeaddressedtoCorporateResearchForum,PARCandStrategicDimensions.OpinionsexpressedinProgressmagazinearenotnecessarilythoseof CorporateResearchForum,PARCandStrategicDimensions.Whilsteveryefforthasbeenmadetoverifystatementsof factbycontributors,noresponsibilityisacceptedforerrorsoromissions bythem.
© 2015 Corporate Research Forum, PARC and Strategic Dimensions
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54 progressyour organisation
TheConservativevictoryinthegeneralelectionseemstohavebeenbroadlywelcomedbyBritishbusiness.UndertheleadershipofEdMiliband,theLabourPartyhadstrayedawayfromthebusiness-friendlyformulapushedbyTonyBlair.MrMiliband’scondemnationof“predatory”capitalism,hispledgetoimposeprice-controlsonenergyandhispromiseofhighertaxes,hadallcombinedtocreatewarinessofLabouramongstmanybusiness-people.
british business after the election
Gideon Rachman, Chief Foreign Affairs Commentator, Financial Times | @gideonrachman
Butcorporateopinionisnotmonolithicandtheprospectof asecondCamerongovernmenthascreatedbothhopesand fearsinthebusinesscommunity.
ThebiggestreservationthatmanybusinesspeoplehaveaboutthenewgovernmentisitscommitmenttoareferendumonBritishmembershipof theEuropeanUnion. TheConfederationof BritishIndustry–thelargestemployersorganisation–isprettyclearlyinfavourof continuedBritishmembershipof theEuropeanUnion.Manybigforeigninvestors–suchasJapanesecarcompaniesandEuropeanbanks–haveinvestedintheUKontheassumptionof continuedunfetteredaccesstotheEU’ssinglemarketareandtheyarealsoclearlyworriedbytheprospectof “Brexit”(aBritish
exitfromtheEU).Somewarnthateven thethreatof aBrexitmighthaveachillingeffectoninvestment,untiltheuncertainty isresolved.
Bycontrast,supportforafundamentalrenegotiationof Britain’srelationship– orevenforBrexititself –isstrongerinthesmall-businesssector,wheretheEUiscloselyassociatedwithonerousregulation.
Boththe“Yes”and“No”campaignswillhaveimpressive-soundingrostersof businesssupporters.Butthewholerenegotiationandreferendumprocessmaybeuncomfortableforthemajorityof businessesthatprefertokeepalowpoliticalprofile.Theyarelikelytobepesteredbythe“Yes”and“No”campaigns–andbythemedia–toexpressaclearpreference ontheEuropeanissue.
Onthedomesticfront,theConservativeParty’spromisetorestoreordertothenationalfinancesandtodosolargelyby
cuttingspendingisthekindof thingthattendstogodownwellwithbusiness-people–whousuallybelieveinbalancingthebooks.Thatsaid,MrOsborne’splantoachieveafiscalsurplusbytheendof theparliamentlooksambitious.If sharpcutsinpublicspendingcauseaslowdowningrowth,somebusinesspeoplemayadvocatetakingaslowerroadtofiscalbalance.
Theappointmentof SajidJavidasbusinesssecretaryhaspleasedthemanygroupsandcorporationsthathavebeencallingforareductioninred-tape.MrJavidhasareputationasaThatcheriteandhaspromisedtoslashregulationsthatadd£10billionof coststobusiness.ButwhilethereisnodoubtingMrJavid’sreformistzeal,acertainscepticismisinorder.Almostallgovernmentspromisetoslashregulation.MichaelHeseltinepromiseda“bonfireof redtape”intheearly1990s.Inreality,cuttingregulationturnsouttobeharderworkthanmanyimagine.MrJavidhasalreadyplayeddownhopesthathewillmakeiteasierforbusinessestolayoffunwantedemployees.
AmidstallthegeneraltalkaboutEurope,regulationsandbudgets,manybusinesspeoplewillfocusonmorespecificissues–inparticularairportcapacityandimmigration.
Thelong-delayeddecisiononexpandingairportcapacityintheSouth-EastofEnglandwillbeseenasanacidtestoftheCamerongovernment’swillingnesstotakedifficultpoliticaldecisions.Adecisionispromisedearlyinthelifeofgovernment. IfitisanythingotherthanaswiftexpansionofHeathrow,thereislikelytobemuchgrumblingfrombusiness.
Finally,theCamerongovernment’s promisetoredoubleitseffortstocontrolimmigrationwillmakemanybusinessesnervous.Sinceitisimpossible,underEuropeanlaw,toputlimitsonthenumberofEUcitizenswhomovetoBritain,itwillbeimmigrationfromoutsideEuropethattakesthepressure.Inparticular,thatislikelytomeanthatitgetsevenhardertoobtainwork-visasfornon-Europeans–evenforskilledandhighly-paidemployees.
ThatissueislikelytobeacontinuedsourceofirritationforBritishbusiness,includingsomeof MrCameron’sbiggest backers,intheCity.
The prospect of a second Cameron government has created both hopes and fears in the business community.
Some warn that even the threat of a Brexit (a British exit from the EU) might have a chilling effect on investment, until the uncertainty is resolved.
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Hear Alastair Campbell’s thoughts on business post-election at our 2015 Summer Lecture & Reception.
76 progressyour organisation
Althoughmanymultinationalswishtoappeartotheworldastruly“global”companies,theboardsofdirectors ofmostofthese companiescontinue tobedominatedbynativesofthecompany’shomecountry. NewresearchIhaveconductedwithProfessorNiccolòPisanishowsthatonly18%of boardmembersatthe391companiesfromtheFortuneGlobal500forwhichwewereabletocollectdatawereforeignnationalsand,infact,36%of thesecompanieshadnoforeignboardmemberswhatsoever.Evencompaniespursuingglobalrevenues,customers,employeesandshareholdersstilltendtostocktheirboardswithlocals.
Foreignboardmembersbringadiversity ofexperiencethatnativessimplycannotoffer.Theyalsohavethepotentialtobringnewclients,offeradviceonstrategicacquisitions,andimprovetheconnectednessofthecompanywithinthatcountry. Appointingaboardmemberfromaparticularcountryisalsoasignalthat doingbusinessthereisapriority.
Globalisingtheboarddoescomewithrisks,however.RonaldW.Masulis,CongWangandFeiXieshowthatinaddition
tothebenefits,therearesubstantialcosts.Boardswithforeignmemberstendtohavepoormeetingattendance,theircompaniesarealsomorelikelytopaytheirexecutivesexcessivelyandtheyaremorepronetorestatingfinancials.Allofthisisconsistentwithweakeroversight,probablydueatleastinparttothefactthatgeographicdistanceandcross-countrydifferencesstillmatter.
Withthatinmind,companiesmustmaximisethebenefitsofdiversifyingtheirboardswhileavoidingthepitfalls.Whenadecisionismadetoboostforeignboardrepresentation–whichtypicallymakesthemostsensewhenacompanyhassignificantforeignoperationsoristargetingexpansionoverseas–itisessentialtobeclearaboutwhatthefirmhopestogain.Thisallowscandidatestobeselectedandadjustmentstobemadesuchthatthesegoalscanbemetwhilemanagingpotentialadverseconsequences.
Formanyfirms,theprioritywillbetoimprovethediversityofopinionspresentedattheboardroomtable.Forthem,thegoalistofindboardmemberswithdifferentexperiences:peoplewhohavedifferent
is your company’s board as global as its aspirations?
culturalbackgrounds,wenttodifferentschoolsandworkedindifferentplaces.Theseindividualsneednotliveabroad! Itmaybethatwell-qualifiedcandidates
arelivingwithincommutingdistanceofthecorporateheadquarters.Expatriateboardmembersareinauniquepositiontobridgecultures,astheyhaveexperiencebothintheirhomecountriesandwheretheylive.
Otherfirms,however,maybelookingtoincreaseconnectednessinanewregionorhavesomeonepresentwhounderstandsthelocalbusinessenvironmentinastrategiccountry.Inthiscase,onlysomeonelivingtherewilldo.Technologycanbridgesomeofthegap,althoughbynowweknow thatavideoconferencecannotreplace anin-personmeeting.Forboardsthat aretrulyglobal,rotatingbetweensites sothattheburdenoftravelissharedcan behelpful.Thisalsohastheaddedbenefitofsignalingacommitmenttotheplaceswheremeetingsareheld.In2006,IBMheldaboardmeetinginBangalore,showingitscommitmenttothecountryaswellasitsIndianworkforce.Themeetingbecamethecenterpieceofaseriesofeventsinvolvingemployees,investors,analysts andjournalists.
Actinggloballyrequiresacommitmenttoflexibility.Geography,languageandcultureremainbarriers,andwhilethebenefitsofamoreglobalboardareclear,aboardmemberwhosevoicecannotbeheardbecauseofthesefactorstakesupaseatwithoutcontributing.
Havingaclearsetofgoalsandmakingtherightaccommodationstoensure
participationarekeystosuccessforintegratingforeignnationalsintoyourboard.
Pankaj Ghemawat, Professor, NYU Stern & IESE Business School www.ghemawat.com @PankajGhemawat
only 18% of board members were fo
reig
n na
tino
als
36%
had no foreign board mem
bers
Appointing a board member from a particular country is also a signal that doing business there is a priority.
Out of the 391 Fortune
Global 500 companies
studied...
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98 progressyour role
That’swhy,paradoxically,exhortingmanagersintransitiontobemoreintrospectivecanbackfire,encouragingthemtostickwithcomfortablebehavioursandhabitsinsteadofgrowingnewcapacities.
Amoreeffectivealternative,Ihavefound,istohelpmanagerstoacttheirwayintoanewwayofthinkingbydevelopingwhatIcall“outsight.”Outsightisthefresh,externalperspectivethatcomesfromdoingnewanddifferentthings–plungingourselvesintonewprojectsandactivities,interactingwithpeopleoutsideourdailyroutines,andexperimentingwithnewwaysofgettingthingsdone.It’stheoppositeoflearningbyself-reflection,inwhichweseekinsightonourpastbehaviors.
Developmenttoincreaseoutsightrecognisesthatthewayweactdrivesthewaywethink.Workingonacross-functionalproject,forexample,exposesafunctionalmanagertoadifferentvantagepointonherworkandforgesrelationshipswithpeerswhocaninformhispartialviewoforganisationalissues.Theworkitself–andnotanabstractnotionof,say,acollaborativeleadershipstyle–motivatespersonalchange.Byworkingalongsideotherswhothinkdifferently,
peoplegraduallystarttochangethereferencebywhichtheyjudgewhatispossibleanddesirable.
Makingsignificantchanges,notjustin whatwedobuthowwedoit,requiresaplayfulframeofmind.Take,forexample,theshiftfromhavinggoodideastobeingabletosellthemtoabroadanddiverse setofstakeholders.Manyinexperiencedleadersfindtheprocessofgettingbuy-indistastefuland“inauthentic”becauseitfeelsartificialandpolitical;theybelievetheirworkshouldstandonitsownmerits. Theydon’tdoonlybecausetheylack
Authenticityhasbecomethegoldstandardof leadershipdevelopment.But,thefactisthatmoving intoabiggerleadershiprolerequirespeopletoactagainsttheirnaturalinclinations.
theskillsetbutalsobecausetheyarenotsuretheywanttobethekindofperson thatbehavesthatway.
That’swhyIrecommendthatpeopleapproachthenaturalauthenticitychallengesthatarepartandparcelofsteppinguptoabiggerleadershipwrolewithaplayfulmindset.Whenweadoptaplayfulattitude,we’renotcommitingtobecomeaspecifickindofleader,buttoaprocessofexperimenting.We’remoreopentoadiverse,evendivergent,setofpossibilities.It’sOKtobeinconsistentfromonedaytothenext.We’renotbeingafake.That’sjusthowwefigureoutwhat’srightforthenewchallengesweface.Thetrickistoworktowardafutureversionofyourauthenticselfbystretchingwayoutsidetheboundariesofwhowearetoday.Knowingthekindof
leaderwe’dliketobecomeisnotthestartingpointofourdevelopmentjourney,butrather theresultofincreasingouroutsight.
Itsnosecretthatmanyformalleadershipdevelopmenteffortsfallshortofexpectations.Atbest,managersgain
valuablepersonalinsightsbutfailtolearnhowthey
canapplythemtocreatevaluefortheirorganisation.Applyingtheoutsightprincipleisharderthanimplementingself-awareness-centeredlearninganddevelopmentapproachesbecause,bydefinition,theyhappenoutsidetheclassroomandoutsideHR’sdirectcontrol.
Byhelpingpeopledevelop
newexperiencesandrelationshipsfirst–beforeweaskthemtoredefinethemselves–wehelpthemgainthenecessaryoutsightonwhatitmeanstobealeader.
the outsight principle: how executives really become authentic leaders
The trick is to work toward a future version of your authentic self by stretching way outside the boundaries of who we are today.
Herminia Ibarra, Professor of organizational behavior and the Cora Chaired Professor of Leadership and Learning at INSEAD. Author of Act Like a Leader, Think Like a Leader @HerminiaIbarra www.herminiaibarra.com
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Our recent leadership development webinar assessed the current leadership market. Listen on demand here.
1110 progressyour role
Ifleadershipdevelopmentprofessionalsaretoaddrealvalue,theyneedtohavecredibilitywiththeirclients(theleaders theyareresponsiblefordeveloping). Sowhatattributesmightbeseenas addingvalueinthecurrentcontext? CRF’srecentresearch‘Leadership Development – is it fit for purpose?’provides somesignificantclues.
Externally referenced. Wenowunderstandthateffectiveleadershipiscontextspecificandleadersneedtomakesenseofwhatcontexttheyareoperatinginandhowthiscontextischanging(seeHerminiaIbarra’scommentonoutsight,inthepreviousarticle).L&Dprofessionalsareofteninauniquepositiontosupportthisbyactingastheeyesandearsoftheorganisation,scanningthehorizontoprovideanexternalperspectiveacrossthewholeorganisation.
Business relevant. Arelatedissueistheextenttowhichleadershipdevelopmentistightlylinkedtotheprevailingbusinessstrategyofanorganisation.CRF’spreviousresearchreport–Developing Commercial Acumen for the HR Function–hashighlightedtheneed forHRpracticetobegroundedincommercialacumenanddevelopingleadershipisnoexception.
Robust foundations. Businessleadersareusedtopresentingstrongbusinesscasestosupportinvestmentproposals.LeadershipDevelopmentprofessionalsalsoneedtodemonstratethattheirrequestforinvestmentisgroundedingoodtheoryandevidence(andnotjustthelatestL&Dfad).Theyalsoneedtodemonstratethattheyarecapableofmeasuringtheimpactofthisinvestment. Iftheyhavecontractedaclearpurpose andobjectivesfortheirworkwiththeirbusinesscolleagues,leaderscanthensee
Recently,alotofattentionhasbeenfocusedonwhatleadersneedtobeeffectiveinthe21stCenturyVUCAenvironmentandhowthiscapacityandcapabilitycanbedeveloped.Whataretheimplicationsof theseinsightsfortheprofessionalswhohavebeentaskedwithdesigninganddeliveringthedevelopmentactivitywhichwillshapetheseleaders?
aclearlinkbetweendevelopingthemselvesandaddingvaluetotheorganisation.
Adult development. Effectivepractitionersneedtoinvestintheirowncontinuousdevelopmentsotheycanactasrolemodelsandareseenasmentorsbytheirbusinesscolleagues.Thisinvolvesawillingnesstoexperimentandtobeseenasanincubatorfornewpractice.Sometimesthiswillbeanuncomfortableplaceandwillrequirespeakingtruthtopower,butitwillmeanpracticingwhatyoupreach,whichisattheheartofbeingarolemodel.
Finally, it is critical that someone is taking a whole system perspective.ToooftenHRisgettinginitsownway–Resourcing,Talent,L&DandODriskbeingHRsilos.Forexample,arecentCRFTalentbreakfastidentifiedthattoofewHRfunctionswereeffectivelylinkingtheirtalentidentification(supply)totheactualworkthatwilladdfuturevalueintheirorganisations(demand)raisingtheprospectofshalloworemptyleadershiptalentpoolsinthenottoodistantfuture.BusinessleaderswanteffectivesolutionstotheirbusinesschallengesandwiththepaceofchangeintheVUCAworld,thisrequirescollaborationandintegrationacrosstraditionalHRsilos.
LeadershipDevelopmentprofessionalshavethepotentialtoaddsignificantvaluetotheirorganisations–howfitforpurposeareyours?
Karen Ward, CRF Associate and Research Director of Aditi Unlimited [email protected]
developing VUCA-ready
leadership development practitioners
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Download the executive summary of CRF’s report ‘Leadership Development – is it fit for purpose?’ here.
1312 progressyour career
John Whelan, Human Resources Director, BAE Systems
IdonotsubscribetotheHRneurosisoverrole–andfeelconfidentandproudabouttheworkwedoinbusiness.BusinessPartnerisanotajobtitleIhaveeverheldorusedinmyteams,butIthinkIknowwhatitmeans.Sowhatmakesagoodone?Isthereakey tosuccess?Here’smymanifesto:
business partner
– making it work
1. Stick to the strategicHRperformsastrategicfunctioninbusiness,if peopledon’tgetthattheyshouldn’temployaHRfunction.Sodothestrategicjob.Focusonthelongertermhealthissuesof thebusiness.Thiswillmeanthatattimesyouwillneedtoletafewhereandnowissues goandtakesomegrief forthis–suckitup!
HirdandHesketh(CPHR2008)talkaboutthegoldentrianglei.e.theunholyalliance(mywords)betweenHR,FinanceandCEO.IpreferastrategicpartnershipwiththeStrategyDirector–we’rebothinthesamegame.Buildinglong-termorganisationalcapabilityinresponsetobusinessstrategy.
Theviewthatsays,doingtheHRadminwellisyourtickettooperateatthestrategictableisacontradictionandprobablyarumourspreadbythoseinourprofessionwhoare notcomfortablewiththestrategicrole.
2. Know your businessSomesaythatHRisatransportableskillandtoanextentIagree,butthereisalsosomethingtobesaidfordevelopinganin-depthknowledgeof thesectorinwhichyouoperate.ThecharacteristicsaredifferentandcontextiseverythinginHR.Thehereandnowof retail,thefast-changingworldof technology,thehighlyregulatedworldof Pharma(ornowbanking),thelong-termplanningof thedefencesector.HRwilldodifferentthingsinthesedifferentcontexts. Isitallabouttalentattractionstrategies,gearedreward,leadershipof change? Thecontextdoesmatter.Alltoooftenweseevanillasolutionsproposed,whatarethespecificrequirementsof yoursectorand
howdoyoubuildyourknowledgeandinsightintothisovertime.
3. Bringing forward the voice of the people
UlrichandBrockbank(Michigan)talkof amplifyingweaksignals.Itisasadrealitythatbusinessesarenotawashwithemotionalintelligence,inHRwetypicallyhavesome.Canwethoughtfullycapturetheemployeevoiceandbringittothetable,toimproveproductivity,retention,climate,wellbeing,customersatisfactionetc.Thisiscatniptoseniorleaders,asit’ssohardtoreallyunderstandwhat’sgoingonouttherein thewidercompany.Thereareplentyof richsourcesof infothesedaysfrompulsesurveys,toGlassDoortoLinkedIn.
4. Challenge and intervene Lotsof HRpeoplebuildtheirreputationonhelpfulnessandsupport,it’sbetterthanbeingunhelpful,butit’snotthepoint.Youhavetospeakupandchallenge,basedoninsight.Bridge/CIPDtalkof beingaprovocateur.Thistakesadegreeof braveryandsensitivity,I’veseenpeoplegetitwrongandsimplydisrupt.It’ssubtle,youhavetopickyourissuesandyourmomentscarefully.Buildcoalitionsof theenlightenedanddevelop theissuesthatwillmovethebusinessfromwhereitistowhereitneedstobe.
5. Manage and execute wellAllthegoodideasandcleverinterventionswillcometonoughtunlesstheyareturnedintoplansandprojectsandimplementedwell.Iknowwe’reallENTP’sbutit’snoexcuse–trainyourself,getsomehelpbutsomehowhavethecapabilitytodeliverontime,withinbudgetandtospec–it’swhatbusinessesdo!
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1514 progressyour career
WhenIstartedtodraftthisarticletherewasanimminentelection.Now,theelectionhaspassedandtheresultisonewhichnobodyseeminglyexpectednorpredicted.Priortotheexitpoll,Idon’tthinkIreadorheardasinglesuggestionthattheConservativeswouldwinanoverallmajority,andthoseholdingthemselvesoutaselectoralexpertsorleadingpollsters,wereleftwonderingwhatrationaleforvoterchoicehadtheyfailedtogiveenoughweightto.Policypositiononthedeficit?FearofanSNPandLabourcoalition?Internationalcredibilityofpartyleader?MembershipoftheEU?
Theresultistheresult,whateverthepost-electionanalysis,andwillhavesomedeterminationonoureconomy,socialpoliciesandinternationalpoliticsforthenextfiveyears.Certainly,anyoneengagedenoughtovotebasedtheirdecisiononsomethingthatmatteredtothem.Dependentonourpoliticalleaningandlevelofengagement,
eachofuswassurprised,delighted,disappointed,oroblivioustotheoutcomes,andmaybebothered,ornot.
HumourmewhenIsuggestlifeasasearchconsultantisnotsodissimilarfromthatofacampaignmanager,exceptwegettofacilitateseveralelectionsintangentanddon’teverexpectahiringdecisiontobereachedbyadefineddate.Infact,wearelikecampaignmanagersonlywiththeaddedthrillofmoreuncertainty–wedon’talwaysgettheresultweexpect,ortheoneourclientshopefor,andnobodyismakinga fiveyearcommitment.
Ourgoalistorepresenteachof thecandidatesinabalanced,non-partisanway,andtohaveaclearideaof whatbothvotergroups,ourclientsandcandidates,want.Weneverknowwhatcandidatetheclientwillpick,andwhetherthecandidatewillacceptasubsequentoffer.Decisionscanleadtosurpriseforanyoneinvolvedintheprocess,anddisappointmentfortheunsuccessfulcandidatesorrejectedclients.If thesuccessfulcandidateisunmovedbytheoutcomethey’vesecured,then I’dusuallyadviseourclienthas arethink.
Fromanorganisationalandcandidateperspective,pickingthe
rightcandidateortherightroleiscritical.Bothcandidatesandclientsmustfeeltheyhaveenoughknowledgeofeachothertovoteandbevoted,tochooseandbechosen,andhaveevidenceandconfidencethateachismakingtherightchoicefortheirownfuturesandthefortunesoftheirorganisation.
AndthisiswhenIturntoDrSeussbecause,pre-election,Ithoughtthiswouldbea
diversionfrompoliticalandeconomiccommentary
andgivepeoplesomethingelsetocritique.So,herearehiswisewords,interpretedtogivecandidatesandclientsanincreasedlikelihoodofbeing
selectedinacompetitivecontext.
Today you are you, that is truer than true.
There is no one alive who is youer than you.
Hiringiscertainlyservedwellbyanopenness,honestyandtransparencyasto
whoyouareasapersonororganisationandwhatyourepresent,requireandhavecapabilitytocontributetoafutureemployer/employeerelationship.
A person’s a person, no matter how small.
Mutualrespectservesanysearchprocesswell.Candidatesandclientswhoarerespectfulofeachother’stime,valuesandexistingcommitments,tendtohavemorefruitfulandinformingconversations.
You have brains in your head. You have feet in your shoes.
You can steer yourself in any direction you choose. Thecourage,curiosityandenergytomakeachangetoyourcurrentrole,ormake
acreativehire,isinyourcontrol.Therearesomepeoplewhothinktheworldowesthemthenextgreatrole,orfeeleverythingwrongintheircareerhasbeendonetothem.Organisationsalsoneedtotakeactivecontroloftheirbrandandputeffortintoattractingpeopletojointhem.Ifanorganisationthinksthebrandnameshouldbeenoughtheycanfindtheircompetitorfortalentputmoreeffortintotheengagementprocessandsecuredthetalentintheprocess.
Sometimes the questions are complicated and the answers are simple. Andsometimesthequestionsaresimpleandthequestionsarecomplicated.Certainlyclarityofcommunicationandaskingforclarityinthemomentsupports abetterengagementprocess.
Children want the same things we want. To laugh, to be challenged, to be entertained, and delighted. Asdocandidatesandclients.Theinterviewprocessshouldn’tbeajokefuelledpopularitycontestbutcertainlysomefunandopennessallowsboththevoterandvotedtogetmoreofagrasponwhethertheopportunityisonethatwillworkinthefavourofbothparties.
Step with care and great tact, and remember that Life’s a Great Balancing Act. Itisalwayswisetorememberyouare takingpartinaninterviewprocessfor anopportunitythatwillprovideapositiveimpactonyourfuturecareer(candidate) orsuccessofyourorganisation(client).
Don’tlettoomuchtactorcarestiflethechancetosecureyourvote,orcastyourvoteinamostinformedway.
Karen Clark, Senior Consultant, Strategic Dimensions www.strategic-dimensions.co.uk @StratDimensions
in another life I’d be
an election mastermind,
with some help from Dr Seuss
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Strategic Dimensions place senior HR professionals in permanent and interim roles across the UK and internationally. Visit their website to learn more.
17Corporate Research ForumEstablishedin1994,CorporateResearchForum(CRF)isamembershipnetworkfororganisationslookingtodeveloptheirpeoplestrategyandorganisationaleffectiveness.Asafocusforresearch,discussionandthepracticalapplicationof contemporarytopicsarisingfrompeopleleadership,learning&organisationaldevelopment,CRFremainsattheforefrontof theHRindustry.CRFhasover150membersincluding40%of theFTSE100. Ourmembersgainvaluefromregularresearch,monthlyevents,advisorygroupsand,importantly,theopportunitytoshareknowledge,experiences andgoodpracticewitheachanother.
FormoreinformationpleasecontactRichardHargreaves, CommercialDirector,[email protected]. www.crforum.co.uk|@C_R_Forum
PARCPARCwasfoundedin2004toprovideacentreof excellenceforthedevelopmentandmanagementof high-performingorganisations. Coveringarangeof rewardissues,andsettingtheminthewiderpolitical andeconomiccontexts,PARCcontinuestopromotechallengingresearch,identifyexpertbusinessandacademicinputwhich,combinedwithourseniorlevelmembership,providesastimulatingandparticipativeenvironmentforthoseseekingimprovedcorporateperformance.
FormoreinformationpleasecontactRichardHargreaves,CommercialDirector,[email protected]
Strategic DimensionsStrategicDimensionswasestablishedin1995tofillaclearmarketneedfortalentedHRpractitionersacrossalldisciplines.WeplaceseniorHRprofessionalsintoarangeof businesssectorsintheUKandinternationallyandhaveestablishedanunrivallednetworkacrosstheHRcommunityandwithconsultants,businessesleadersandacademics.Recognisingthattheworldisverydifferenttoday,weworkhardatunderstandingthechangingbusinesslandscapeandensuringthatweareintunewiththeissuesfacingourclients.Clientandcandidatecareisourprimaryconcernandtheendorsementswehavereceivedovertheyearsaretestamenttoourfocus onexemplaryservicelevels.
FormoreinformationpleasecontactDanCaro,Director, [email protected]. www.strategic-dimensions.co.uk|@StratDimensions
ORGANISATIONS ALREADY CONFIRMED INCLUDE:
Anglo AmericanARMAssociated British FoodsAuto Trader GroupBAE SystemsBalfour BeattyBGBritish Arab Commercial BankBTBunzlCentricaColt Technology ServicesComputacenterDiscovery CommunicationsDixons CarphoneErnst & YoungEuropean CommissionEversheds LLPGazpromGKN AerospaceGlaxoSmithKlineHaysHilton WorldwideHitachi Data SystemsICAP Management ServicesImperial TobaccoIPG MediabrandsJardine Lloyd ThompsonJLLJohn LewisLevel 3 CommunicationsLinklatersLloyd’s Register Group ServicesMcGraw HillMercedes-BenzMitsubishi UFJ SecuritiesNando’sNationwide Building SocietyNBC UniversalNews UKNovartisOld MutualOxford University PressPenguin Random HousePost OfficePrudentialPZ CussonsRexamRoyal Bank of ScotlandSABMillerSandoz InternationalSaxo BankSelex ESSercoSiemensSimmons & SimmonsSpecsaversStandard LifeThomson ReutersTravis PerkinsTriton PartnersUnileverVodafoneWhitbreadWilliam HillWincantonWorldpay
To reserve your place please contact Lynn LIttle at [email protected] or 020 7470 7104 or for further information please visit www.crforum.co.uk.
“ One of the best conferences I have attended. Excellent content, highly provocative and extremely thought provoking.”
Allan E Cook CBE, Chairman, WS Atkins
“I look forward to the annual CRF Conference as it’s one of the few HR events that combines a strong agenda with a great group of attendees - this makes it easy to put in the diary.”
Mark Wells, Group HR Director, Experian UK
“ In my opinion, the CRF International Conference is the best HR strategy summit I’ve ever attended. From the carefully chosen location and venue to the calibre of the presenters and strategic, high-quality pitch of the theme and sessions delivery, it’s a truly world-class event.”
Ben Bengougam, Vice President Human Resources, Europe Operations, Hilton Worldwide
The 7th CRF International Conference takes place from 5th – 7th October 2015 in Vienna. This will be a must-attend event for anyone interested in how people and organisations interact, and generate business success.With a growing reputation as an international event of choice, we take an innovative approach to the way we present, discuss and debate the issues which can make a difference to organisational performance.
Entitled ‘The Meaning of Work’, Vienna 2015 will embrace the musical ambience and academic heritage of our host city in a way which is sure to capture your imagination. Using the orchestra as a metaphor for organisations, we will be mixing presentation and discussion with orchestral interventions to demonstrate how we might enhance business performance.
Join us and 350+ other like-minded HR and business leaders for a unique blend of learning, sharing and relationship building.
CRF CONFERENCE TESTIMONIALS
One Heddon Street | Mayfair | London W1B 4BD | United KingdomT +44 (0) 20 7470 7106 | F +44 (0) 20 7470 7107
www.crforum.co.uk | www.parcentre.com | www.strategic-dimensions.co.uk@C_R_Forum | @StratDimensions
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