Manager Tools
Manager Tools
Nov 23, 2020
Preparing Performance Reviews - HOF 2020
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This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
Coaching for Leaders
Coaching for Leaders
Dave Stachowiak
509: Transitioning to Remote Leadership, with Tammy Bjelland
Tammy Bjelland: Workplaceless Tammy Bjelland is the Founder and CEO of Workplaceless, a training company that teaches remote workers, leaders, and companies how to work, lead, grow, and thrive in distributed environments. Workplaceless is a fully distributed company supporting enterprise, remote, and government clients such as Toyota, GitLab, and the US Department of Commerce. In this conversation, Tammy and I discuss how leaders can establish a mindset that helps them lead remote teams more successfully. We discuss how to take on a placeless mindset, explore the importance of shifting from how to why, and the best starting points for a communication charter. Key Points Five key principles of a Placeless mindset: Embrace location independence over physical presence. Empower autonomous work with flexible schedules. Impact productivity with asynchronous communication and collaboration. Be open and transparent. Trust your colleague and employees. Fear of losing control tends to keep organizations from being able to make useful shifts in mindset. Leaders and organizations that move beyond the “how” of remote work and focus first on the “why” will have more sustainable success. Beware of simply trying to replicate what happened in the office. The whole point of remote work is that it is not like the office. Establish a communication charter. This makes it clear what tools are best — and also how to intervene when things don’t work as anticipated. Resources Mentioned Placeless Mindset by Workplaceless Goplaceless by Workplaceless Related Episodes Start With Why, with Simon Sinek (episode 223) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Lead a Remote Team, with Susan Gerke (episode 465) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
36 min
The Future of Work With Jacob Morgan
The Future of Work With Jacob Morgan
Jacob Morgan
How the CEO of CPChem Leads with Trust, Transparency, and Simplicity
Mark Lashier is the CEO of CPChem, a company that produces petrochemicals and plastics with 5,000 employees around the world. 50% of the company is owned by Chevron and 50% is owned by Phillips Petroleum. Mark has served in leadership roles at Chevron Phillips Chemical and Phillips Petroleum for three decades. With the challenges that we have all had to face over this past year, we have seen organizations and leaders make changes to adapt to our new way of work and life. Mark Lashier, CEO of CPChem, says that all of the events of 2020 reinforced some of the basic principles he has always believed in. Ever since Mark first became CEO in 2017 he has focused on trust, transparency, and simplicity. And while those values are important at any point in time, they were even more crucial throughout 2020. In order to carry on with business Mark knew that his employees and his customers had to trust him and each other, he knew he had to be open and transparent with everyone to keep them up to date, and he had to remove red tape and bureaucracy so people could do their jobs. Bringing trust, transparency, and simplicity to life Any company can have great values or mission statements in place, but if they aren’t brought to life inside of the company the words don’t matter. Mark shares how trust, transparency, and simplicity live and breath inside of CPChem. He says that first of all it is important that all leaders inside of CPChem demonstrate these behaviors. So these become guidelines for hiring and promoting people to leadership positions. The other crucial component of bringing these values to life is giving employees permission to hold the leaders accountable for these behaviors. Mark says, “When you've got employees that maybe in the past were afraid to speak up for whatever reason, now they're not afraid to hold top leadership accountable for the things that we're saying. And I think that's an incredibly beautiful thing. And that is just self reinforcing. It makes us so much more effective in getting out messaging, we're trying to continue to move our culture to a better and better place.” The most important lesson Mark has learned from others Over the years Mark has received a lot of advice from leaders around him. Some of the key advice he has been given has been around leading with integrity and doing what you say you’re going to do. Also it has been around humility and leading in a way that puts the interests of others above your own. Mark shares that the most important lesson he has learned from others is “The more you advance in your career, the less it's about what you do. And it's more about what other people do, what you can help them do and the barriers you can remove to help them be successful and engaged.” The shift we are seeing in the CEO role In the past the way we viewed CEOs was almost as a celebrity--someone who is unapproachable, who sits up in an ivory tower and makes decisions. They usually spent most of their time traveling or in their office, so most employees didn’t see their CEO face to face even after working for the company for years. Now we are seeing a move away from this type of CEO and we are seeing CEOs spending a lot more time in front of employees, they are more approachable, some have open door policies, they are open and transparent about their lives and struggles. So why is this change happening? Mark believes it is largely due to technology and communication. He says there is so much more opportunity these days for CEOs to be visible than in the past. It is now possible for CEOs to create short videos to share with employees or to write monthly newsletters or to do virtual town hall meetings. That wasn’t possible in the past. As Mark shares, “there just was a lot more bureaucracy around in leadership in those days. And so it could behave more like a cult of personality, than anything else. And it just created an atmosphere where I think CEOs were more revered than respected. And they just didn't have the ability to reach out through all of that all those layers of protection to connect with people. And I don't think I would have thrived as a CEO, or perhaps even had the opportunity to be a CEO in that environment. But I certainly enjoy this environment much more.” The importance of leaders thinking beyond dollars and cents There used to be a mentality that the main purpose of a business and all of the leaders in it was to make as much money as possible. But now there is a realization that it’s not just about making a profit, it’s about positively impacting employees, customers, and communities. Mark says, “We like to think about ourselves as being sustainably profitable and sustainably growing. And there's a lot of dimensions to that you can't be sustainably profitable, or sustainably grow if you're in a community and you're abusing that community, either environmentally or through bad employment practices. Or if you're not taking care of employees providing a great work environment or career opportunities, they're going to go elsewhere, which will impair your ability to be sustainably profitable over time.” Yes, as an organization you have to be profitable, that is important. But if you want to be sustainably profitable, as Mark talks about, you have to make sure that you are not only taking care of your employees and customers, but also the community around you, the environment, and the world as a whole. Organizations have a huge responsibility and they can change the world, if they want to. “If we're not providing solutions for humanity, we're not going to be sustainably profitable, or grow sustainably over a long period of time.” This episode is brought to you by my friends at ServiceNow, a software company that makes the world of work, work better for people by delivering digital workflows that create great employee experiences, and unlock productivity. If you or your company is looking to transform old, manual ways of working into digital workflows, then you need ServiceNow. They are trusted by over 6,200 enterprises customers, Check them out here.
1 hr 4 min
The Look & Sound of Leadership
The Look & Sound of Leadership
Essential Communications - Tom Henschel
The Executive Executive
This month’s coaching conversation is between Tom and Courtney, another executive coach. What traits, they wonder, do effective executives share? If rising leaders wanted to reverse engineer what it means to be executives, what would they put in the mix? The five qualities Tom and Courtney identify are: Resilience -- get over hurts and setbacks  Influence – build a natural reserve of strong relationships  Organization –  create lead-time and eliminate fire drills  Scope – maintain the highest altitude possible; resist the weeds Speed of Thought – exert alertness and be mentally nimble   At the end of this month’s commentary, Tom lists six books, each one different, but all leading towards personal growth and professional development. They are… Change Your Questions, Change Your Life The Confidence Code Crucial Conversations or Difficult Conversations EQ Applied Self-Esteem at Work The Four Agreements   Want a free PDF of these titles, including who might prefer which? Click here and put “6 Books” in the subject line. We’ll send you the PDF.   Want to win an hour of free coaching with Tom? Complete this short survey to be entered in a drawing. https://essentialcomm.com/survey/   To dig deeper into your own development, search the episode archive using these filters: Executive Presence Managing Yourself Relationship Building   Specific episodes relating to this one are: Executive Presence – Three Pillars “Don’t Take Anything Personally” Influence Shouldering the Burden of Leadership Speed of Thought   The entire free archive of Executive Coaching Tips is available at: http://essentialcomm.com/podcast/   Subscribe to the HTML version at: https://essentialcomm.com/subscribe/   Be in touch with Tom at: info@essentialcomm.com   Stay positive! Test negative! See you next month! All of us here at “The Look & Sound of Leadership” wish you grace in this new year.   COACHES: The Executive Coaching Special Interest Group sponsored by ICF Los Angeles will meet six times in 2021.  Icfla.org February 12 — 9:00 - 10:30 am Pacific April 9 — 9:00 - 10:30 am Pacific June 11 — 9:00 - 10:30 am Pacific July 9 — 9:00 - 10:30 am Pacific September 10 — 9:00 - 10:30 am Pacific November 12 — 9:00 - 10:30 am Pacific   You can learn about all the SIGs here. I’d love to see you there! Here’s a link to the first episode of season two of Against The Rules, the podcast by Michael Lewis: Don’t be Good – Be Great. Enjoy!
27 min
Supply Chain Now
Supply Chain Now
Supply Chain Now
Forward-Looking, Automated Freight Sourcing & Matching: Farah Ali, CTO & Co-Founder with FreightWeb
In this episode of Supply Chain Now, Scott and Greg welcome Farah Ali with FreghtWeb to the podcast. Farah Ali is Co-Founder & CTO of FreightWeb a VC backed startup focused on innovation in hardware and software solutions that drive profitability and efficiency for transportation companies. She is also an Advisor at Embedded Ventures a new kind of VC Fund, Co-Founder & President One Good Act, Co-Founder and Advisor Pakistani Women in Computing, . Prior to founding FreightWeb she was Vice President of Engineering for the Player and Developer Experience group at Electronic Arts reporting to the CTO. Prior to that she has held leadership roles at eBay and Microsoft. She has a passion for technology, for making an impact on the world and for building innovative products that solve compelling problems. Her engineering experience is diverse; she has worked on everything from shrink wrap products to online services, large scale distributed systems and machine learning. She is a seasoned technology leader who has experience building and leading cross functional teams. She is super passionate about diversity in the workplace and is a champion for inclusive practices. She is also an angel investor, passionate about championing causes close to her heart, an avid traveler and lucky mom of 2 wonderful girls. For her detailed experience you can see her LinkedIn profile: https://www.linkedin.com/in/farahmali/ Upcoming Events & Resources Mentioned in this Episode: Subscribe to Supply Chain Now and ALL Supply Chain Now Programming Here: https://supplychainnowradio.com/subscribe Leave a review for Supply Chain Now: https://ratethispodcast.com/supplychainnow Connect with Scott on LinkedIn: www.linkedin.com/in/scottwindonluton/ Connect with Greg on LinkedIn: www.linkedin.com/in/gswhite/ Connect with Kara on LinkedIn: www.linkedin.com/in/karasmithbrown/ Connect with Farah on LinkedIn: https://www.linkedin.com/in/farahmali/ Supply Chain Now Ranked #3 Supply Chain YouTube Channel: https://tinyurl.com/yazfegov Check Out News From Our Sponsors: U.S. Bank: www.usbpayment.com/transportation-solutions Capgemini: www.capgemini.com/us-en/ Vector Global Logistics: vectorgl.com/ Verusen: www.verusen.com/ This episode was hosted by Scott Luton and Greg White. For additional information, please visit our dedicated show page at: https://supplychainnow.com/episode-554.
55 min
PwC's accounting podcast
PwC's accounting podcast
PwC
New SEC human capital disclosure rules: What you need to know now
The new Regulation S-K human capital disclosure rules became effective on November 9, 2020. So it’s no surprise that companies have a lot of questions as they enter into their year-end reporting cycle. Listen as host Heather Horn sits down with Sheri Wyatt, a partner in PwC’s sustainability practice and our Diversity, Equity, and Inclusion Assurance leader, and Brandon Yerre, a principal in our Organization and Workforce Transformation group, to discuss what these new rules mean for your company. Topics include: * *0:52 - Overview.* We begin with an overview of the new human capital rules and how companies should think about the changes in terms of the measures or objectives disclosed.   * *5:32 - Diversity, equity and inclusion efforts.* As companies work to create more equitable workplaces and respond to diversity, equity, and inclusion matters, we share some early filer trends in this area. * *18:56 - COVID-19 impact on human capital. *How has COVID-19 impacted companies' human capital management and what are they disclosing? We share perspectives and what we are seeing from early filers. * *25:55 - Data reliability and consistency.* We look at the challenges companies face as they accumulate this new data and what they need to think about to ensure reliability and consistency. * *31:56 - Future considerations.* What’s on the horizon related to human capital disclosures? We share some insights so that companies can be prepared for what’s to come. Want to learn more? Read our In the loop, New human capital disclosure rules: Getting your company ready Sheri Wyatt is a partner in PwC’s sustainability practice and also serves as the diversity leader for the US assurance line of service. She has over 20 years of experience advising companies in the adoption of new accounting and financial reporting standards, from assessing current state through operationalizing new standards and policies. Brandon Yerre is a principal in PwC’s Organization and Workforce Transformation group. Brandon specializes in matters dealing with the design, implementation, and governance of total reward programs and the development of organization-wide job architectures to support workforce strategy and planning.   Heather Horn is PwC’s National office thought leader, responsible for developing our communications strategy and conveying firm positions on accounting and financial reporting matters. She is the engaging host of PwC’s accounting and reporting weekly podcast and quarterly webcast series, as well as periodic webcasts for the power and utilities industry. With nearly 30 years of experience, Heather’s accounting and auditing expertise includes financial instruments and rate-regulated accounting,
36 min
The Modern Manager: Create and Lead Successful Teams
The Modern Manager: Create and Lead Successful Teams
Mamie Kanfer Stewart
137: Estimate Tasks and Projects with Greater Accuracy with Jessica Katz
Most of us are terrible at estimating how long work will take. For any given task, that may not matter. But if you’re trying to plan your week or create a project plan with your team, the lack of accurate forecasting can become a major point of frustration and stress. In this episode I talk with Jessica Katz. Jessica’s organization, Liberated Elephant, provides Agile coaching and change management to transform successful startups into commanding enterprises. Jessica focuses on the human potential of the organization - How to move from where you are, to where you want to be, while retaining team engagement and increasing revenue. Jessica and I talk about how to more accurately estimate the time required to complete work, and how to continually improve your estimates, how to get your team to adopt a mindset for effective time and task planning, and more. Members of The Modern Manager get 15% off a one hour coaching session with Jessica to help improve your leadership, intentionally design your career path, or better navigate your life and work in alignment with your core principles. To join go to themodernmanager.com/join Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: How To Accurately Estimate Your Tasks and Projects Key Takeaways: * It’s difficult for human beings to estimate how long complex tasks will take. We don't consider all the things that could go wrong (planning fallacy) and we generally assume things will go well (optimism bias). * To improve your time estimation, break tasks down to the smallest thing you can do that still has value. * Estimate the amount of time each task will take. Keep track via a simple spreadsheet of how long each item took to complete. * Build empirical data by tracking actual time against projections. Use the data to make more informed guesses on how to plan out your time. * Estimate a reasonable amount of time for a task based on your data, not just a pure guess. You can then decide who's going to work on what and how you're going to schedule it based on capability and capacity. * Don’t set your plans in stone. Focus on what you’re trying to achieve and adjust your plan as you go along. * Allow for experimentation,adjust for context changes, and review your plans every 2- 4 weeks with your team. * Get your team on board by modeling the behaviors you're expecting. If you want your people to work at a more sustainable pace with less hours and to keep track of and manage their time better, you should also. * Host a meeting to discuss what your goals are: Are you looking for better time management or less employee stress? What difficulties are you or your organization experiencing? Talk through ideas about how you can improve, and review your plans frequently. Additional Resources: * Use SweetProcess to document regular workflow and include time estimates www.SweetProcess.com/modernmanager * Preregister for and help me design the new Modern Manager intensive program - Go to www.themodernmanager.com mamie@mamieks.com
31 min
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