PPP 306 | Sick of Bureaucracy? Here’s What To Do, with Thinkers50 author Gary Hamel
57 min
Fighting Back Against Bureaucracy

So, what does it take to get ahead at work? If you’ve ever worked for a corporation of almost any size, you’ve had a front-row seat to the life-sucking waste that happens because of bureaucracy. It’s certainly an issue as organizations get larger, but I’ve seen it bog down small companies as well.

Gary Hamel joins us for episode 306 to talk about his new book Humanocracy: Creating Organizations as Amazing as the People Inside Them. Gary doesn't just talk about the problems--he also shares ideas that you and I can start using to start building our own humanocracies.

Learn more about Gary at garyhamel.com/.

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Learn how to improve your ability to lead and deliver! Join us this fall for the same project management program we deliver in-house at organizations around the world! Learn more at PeopleAndProjectsPodcast.com/learning.

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Also, all of our other workshops and keynotes are available in a virtual format. Whether you have a live or virtual event, we can help you invest in your team. Learn more at https://i-leadonline.com/keynotes. Thanks!

Thank you for joining me for this episode of The People and Projects Podcast!

Talent Triangle: Leadership


Can't Gallop Without You and The Sweet Potato Shuffle by The Polish Ambassador are licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Big Presentation Scene from How to Succeed in Business Without Really Trying available on YouTube at youtube.com/watch?v=1GbNS7IcCj0


Jack Sweeney Speaks to CFOs About Driving Change | Middle Market Media, LLC
In Search of a Culture Metric | Workplace Champions
"Talent has become really important, and you have to remain constantly focused on it—today, I spend around 20% of my time on it." - Ross Tennenbaum, CFO, Avalara CFOTL: What are your priorities for the coming year? Tennenbaum: One is building out our finance and accounting talent to take us to a billion dollars’ worth of revenue and beyond. We’re at close to half a billion of revenue, and we’re looking to go well beyond that. You really need the talent that has experienced a larger scale, knows how to achieve it, and can take you there. So, talent has become really important, and you have to remain constantly focused on it—today, I spend around 20% of my time on it. CFOTL: What does the phrase “workforce culture” mean to you? Tennenbaum: Beginning in my investment banking days, I’ve studied many companies and management teams. I’ve seen teams that were really high-functioning, really strong, great cultures. I’ve also seen management teams and executive teams that were not cohesive. There was a lot of distrust and backstabbing. Each of these scenarios could generate great numbers and be performing well, but I would only want to invest my money in the one that has that trust and has a cohesive team—and where this is really being driven forward in a cultural way. I don’t think that Wall Street really has a view of this. There is really no metric internally—and certainly not externally—that gives this view on culture. But I think that investors are increasingly trying to get this view into talent and culture. Drew Vollero, CFO, Allied Universal When Drew Vollero arrived in the CFO office of security and facilities company Allied Universal in 2018, he understood that the primary constraint to Allied’s future growth remained human capital. Like so many other meaty challenges, Vollero had helped to remedy during his finance career– Allied’s new CFO understood finance must play an active role when it came to optimizing the company’s “employee funnel”. Then Covid 19 arrived - overnight elevating Allied’s hiring hurdle to Vollero’s top of mind status. We recently asked Vollero to explain how the company’s hiring priorities may have been altered due to the pandemic. Vollero: I would say that we hire 3,000 people a week. We see a million resumes a year here at Allied Universal. There's 150 million or so people employed in this country. So, you're talking about a meaningful number of resumes that this company sees. Our ability to hire the right people is really important. How do you do this at scale is really our challenge. Our strategy team has adopted a couple of new tools that helped us do that through the field. We now have an artificial intelligence vehicle that we're testing that will help us identify what are the key metrics when it comes to hiring and what are the key personality traits or key answers that applicants can give us that (signal) they will fit well with our culture, as well as indicate that they might be successful employees. We're also using an automated workflow to really help us get through some of our staffing bottlenecks. Our challenge here today is we may get a resume, but we may not be able to call you for six to eight weeks. Managing that workflow better is very important to us and something that we spend a lot of time studying the employment funnel. How do we find 150,000 of the best employees? We hire based on customer needs. Customers continue to need services and some have used less during the pandemic like the retail channel, or some of the local office buildings, but a lot of customers have asked for more hours. State governments have wanted more hours. Hospitals have wanted more hours. As we manage through the pandemic we've really focused on three important pieces. First, and foremost, we focus on our employees. We've instructed all of our employees to follow the CDC and WHO guidelines, social distancing, very important. … We've supplied over 650,000 cloth masks to employees during that time. We've also been very active with virtual events, hiring people, so lot of kind of drive-through hiring events to practice social distancing, and meet the demand for security services and we still have a significant number of open posts and we've been trying to fill those. The customers, we've got 30,000 customers. And these 30,000 customers have 13,000 different ways that they've attacked this situation. Different customers have done it different ways and we’ve tried to be responsive to their every step. From a financial perspective, obviously during the pandemic, we've been focused on really the liquidity of the company. On the financial side, there's a couple of things that we've been trying to do to make sure that the company can continue to do well and to frame the magnitude, our payroll here is a $100 million a week, and we have to make sure that we have the ability to continue to pay the people who are working hard through this.
39 min
PwC's accounting podcast
PwC's accounting podcast
2020 SEC comment letter trends
To help you prepare your year-end financial statements, listen to PwC partners Heather Horn, Ryan Spencer, and Kyle Moffatt give their observations from SEC comment letters made public in 2020. In addition to discussing top areas of interest—including COVID-19, revenue recognition, non-GAAP, MD&A, and segment reporting—they also provide a few best practices for responding to SEC comments. Topics include: * *0:46 - Overview. *As former Chief Accountant and Disclosure Program Director in the SEC’s Division of CorpFin, Kyle shares his unique perspective on the SEC’s filing review program and all the parties involved. * *10:27 - Overall trends. *Ryan shares his observations with respect to the overall trends in SEC comment letters in 2020, including: * 13:16 - MD&A * 17:07 - COVID-19 * 18:46  - Non-GAAP * 25:37 - Revenue recognition * 27:29 - Segment reporting * *31:02 - Best practices. *Before wrapping up, Ryan and Kyle provide a handful of best practices on the most effective way to respond to comment letters. Ryan Spencer is a Partner at PwC's National Office specializing in SEC financial reporting. He has over 20 years of experience serving clients and is a frequent contributor to PwC’s publications and communications. Kyle Moffatt is a partner in PwC's National Office where he consults with engagement teams and audit clients on SEC reporting matters. He joined PwC in April 2020 after spending almost 20 years with the SEC, most recently as Chief Accountant and Disclosure Program Director in the Division of Corporation Finance. 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 over 25 years of experience, Heather’s accounting and auditing expertise includes financial instruments and rate-regulated accounting.
37 min
Digital HR Leaders with David Green
Digital HR Leaders with David Green
David Green
48. How to Democratise People Analytics to Drive Agile Decision Making (Interview with Daniel West)
My guest on this episode of the podcast is Daniel West. His 20 years of experience in HR Leadership roles at data-driven companies like Uber and Apple have taught him how analytics can drive business performance, improve customer outcomes and enrich employee experience and culture. Daniel is now the founder and CEO of Panalyt and the technology his firm provides is helping organisations bring together and democratise their people and business data and enrich it further with external and social capital data to drive decision-making. In our conversation, Daniel and I take a deep dive into organisational network analysis and how social capital data can be linked to performance, engagement, sales and innovation. We also discuss: * The level of analytical skills required by HR professionals and what we can learn from our counterparts in Marketing * The impact of democratising data across business stakeholders and how this drives more agile decision making and improved business outcomes * The critical role of ethics and trust in People Analytics * A great example of how a Japanese company had to virtually onboard over 200 new starters due to the pandemic and used People Analytics to help that effort * What HR can do to prepare their organisation for an increase in remote and hybrid working This episode is a must listen for anyone interested or involved in People Analytics, Employee Experience and Social Capital. Support for this podcast is brought to you by Panalyt. To learn more, visit https://www.panalyt.com.
43 min
The Project Management Podcast
The Project Management Podcast
OSP International LLC
Episode 451: Flow for Project Managers (Free)
Play Now: Andrew Kallman, Executive Coach Last week, I must have missed the start of at least three scheduled meetings. In each case, I saw on my calendar that the meetings would start in an hour or less, which meant that I could probably start and finish another task before I had to be at those meetings. And each time, I got so involved in the task I was working on that I lost track of everything around me and the meetings started without me. In positive psychology, this is called a flow state, also known colloquially as being in the zone. This is the mental state in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by the complete absorption in what one does, and a resulting transformation in one's sense of time. Wouldn’t it be great, if we could apply this to all our projects and everyone working on it? You can. To see how flow can be applied to our projects, we are welcoming Andrew Kallman to the program. He and his brother Ted Kallman wrote the book Flow: Get Everyone Moving in the Right Direction...And Loving It and Andrew is here today to give us an introduction. Here is how someone describes the effect flow has had on their projects: Flow is when you know where you are headed, know what your goal is, and know the steps necessary to get there. It's like running a race. You don't plan each step along the way, but you keep your eyes on the finish line, and everything you do moves you toward it thanks to your training.
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