The deep end of the pool is where most aspiring supervisors are thrown. Allowed to sink or swim with only survival and past experience as a preserver of life in the new role. It is tragic yet repeated over and over in organization after organization. The epidemic of bad supervision in the workplace is now being magnified by a young generation of nomadic workers that simply migrate from one job opportunity to the next without regard for the tired, old stigma of job hopping. In fact, these new workers typically place the most recent work experience on an application because a complete job history at twenty five years old would just take too much time, paper, and effort. Potential employers are only privy to snapshot of work experience these applicants choose to provide.
Looking at some historical context, bad supervisors have been around since the beginning. There are countless examples such as the fictional character, Ebenezer Scrooge and the more contemporary version of a bad boss, Montgomery Burns from...
What is the collective talent score for your organization? Can you measure how strong or weak your team is today? Is there a way to mathematically know whether you are growing or contracting your collective talent? Until now, most organizations simply never measured talent. Organizations measure results and turnover, but have no clue why these results are achieved. These same companies rely on classical human resource techniques to attract and hire talent, but never measure the impact from gaining or losing talent in a collective sense. They rely on systems and processes but never quantify the individual talent that executes for the organization. Remarkably, this lack of talent quantification has never really been discussed as necessity for organizational success. Consider systems and process as one side of the coin while a talent score represents the other side. Executives examine balance sheets and yet they never see talent sheets.
In a typical organization, three distinctive individuals can be identified based on activity, attitude, and contribution to the collective work. These individuals rarely identify themselves as one or another, yet all three persist in organization after organization. They do not wear tee shirts for identification yet you will recognize each of them once a description has been provided. Ironically, the separation of these identity groups is never really discussed or acknowledged by most organizations. Self-examination and a candid workforce will help you discover where most of the team members fall within this analysis.
According to dictionary.com, drive can be defined as an inner urge that stimulates activity or inhibition; a basic or instinctive need. Motivation is defined as a process that arouses, sustains, and regulates human behavior. In the search for organizational improvement, some very interesting observations are presented for consideration. As an executive coach, I see the same patterns repeated over and over. These patterns of behavior are consistent enough to warrant a more detailed examination.
Many struggling managers are under considerable stress for organizational performance. Because I am not emotionally or politically involved as a coach, my objective view very quickly reveals a perspective the manager either cannot or chooses not to see.
Wikipedia describes voodoo as a set of religious practices which originated from the traditions of the African diaspora. It is a cultural form of the Afro-American religions which developed within the French, Spanish, and Creole speaking African American population of the U.S. state of Louisiana. The word voodoo comes from the word vudu, the Dahomean “spirit”, an invisible mysterious force that can intervene in human affairs.
It is this human intervention that is the source of success for organizational talent. Many organizations are simply paralyzed when it comes to talent management. They keep mixing the same ingredients over and over and hope to make a new and different dish.
“Fiscal cliff” is the popular shorthand term used to describe the predicament that the U.S. government will face at the end of 2012. U.S. lawmakers have a choice to allow current policy go into effect at the beginning of 2013. This features a number of tax increases and spending cuts that are expected to weigh heavily on growth and possibly drive the economy back into a recession. Or, they can cancel some or all of the scheduled tax increases and spending cuts, which would add to the deficit and increase the odds that the United States could face a crisis similar to that which is occurring in Europe.
Many organizations face the same fiscal cliff, when it comes to leadership development over the next few years.
When the security firm acquired the enormous and lucrative contract for the London Olympics, you can bet the champagne was flowing. However, once the euphoria of getting the contract subsided, the actual work was to take place and the firm was over its head. It could not handle the volume of work that needed to be done and the British military had to be called in to secure the athletes, visitors, and venues for the 2012 London Olympic Games.
Many new supervisors are in the same predicament. They get the job and quickly find out they are incapable of performing as needed.