CIO Magazine: Career Mapping Offers a Clear Path for Both Employees and Employers by Rich Hein
Having trouble finding the tech talent you need? It may be closer than you think. Career mapping, or career pathing, is a great way to grow IT talent organically. It provides employees and employers with a clear roadmap that outlines what it takes for workers to get from their current position to where they want to be. In addition to developing your in-house talent, this process also works wonders for retention and recruiting.
Harvard Business Review: Which Best Practice Is Ruining Your Business? by Freek Vermeulen
Most companies follow “best practices.” Often, these are practices that most firms in their line of business have been following for many years, leading people in the industry to assume that it is simply the best way of doing things. With all the best intentions, executives often implement these practices without realized that some of them are bad habits masquerading as efficiency boosters. Questioning and uncovering such practices may significantly boost your competitive advantage, to the benefit of your firm and, eventually, us all.
Chief Learning Officer: Address Learning Needs, Not Wants by Dave DeFilippo and John Rogener
DeFilippo and Rogener encourage us to consider two views when engaging internal clients in needs assessment — what the client wants and what the client needs. The two may not align, and addressing needs is often more valuable. What the client wants — results, performance change, a solution that is easy to access and use — can be relatively straightforward. What the client really needs — root cause analysis, organizational performance change and sustainability — takes more time, but can lead the way to lasting results.
Fast Company: Why “Micromanagement” Is Not A Dirty Word–If You Do It Right by David Goldsmith with Lorrie Goldsmith
To become a more effective manager, it helps to rethink what you thought you knew. For example, that micromanagement is a sin, and that employees are the most important part of your organization. That may sound harsh, but we’ve all seen firsthand how even the most talented people turn in substandard performance if they don’t have the systems and structures they need to excel in their work. Therefore, if you make these assumptions and are willing to rethink them, you can more readily capture opportunities to empower your people to achieve more successes within your organization.
Harvard Business Review: Managing an Unpopular Change Effort by Bo Vestergaard
While two-thirds of transformation efforts fail, Vestergaard urges us to believe that there is hope. What is his secret to implementing lasting, positive change? Frontline employees should be engaged in crafting and implementing solutions, and they should they express a sense of ownership about the purpose of the change. Vestergaard’s five-step process outlines how leaders can involve, excite and mobilize employees to successfully implement change.