Guest Article: Starting a New Chapter by Ben

Today marks my first day at a new company, and I have to say that I’m very excited about the weeks and months ahead. Two years ago I joined Brandon Hall Group as an analyst to see if that was the direction I wanted to go with my career. I’ve been doing an informal analyst “thing” here at upstartHR since 2009, and what I learned was the “formal” analyst role isn’t all that different from what I’ve done here. It all revolves around knowing the technology and trends and being able to discuss them in a way that makes sense for your audience. As I was telling a friend last week, it’s not something that you can study for or know overnight–it takes time, dedication, and effort to truly grasp the wide variety of concepts and inputs.

Personally, it felt good to confirm that I have been on the right track for all this time and that the many hours invested into this site was a good way to build up my skills, connections, etc. for when I was ready to make the next step. Think about my journey so far. I’ve worked as an HR leader and in-the-trenches practitioner, but I’ve always wanted to have a bigger impact on the world around me. That mindset has led to numerous volunteer opportunities with SHRM and my local chapter, but it still wasn’t enough.

The New Gig

As I’ve always done, when I felt like I had learned everything I could, I decided it was time to move on to another opportunity. I have explored some new areas of HR and human capital management over the last two years, and now I have decided to move to a new firm with new challenges and opportunities.

I am now the Principal Analyst at Lighthouse Research and Advisory, which allows me the freedom to explore the various areas of HR, talent, and learning that appeal to me without having to be pigeonholed in any particular area. Many of you wonder what the heck an analyst actually does (I know my wife is still asking herself that question all these years later). Here’s a short explanation:

• Through regular briefings and updates, I stay on top of technology and how it is changing. I’d estimate that I’ve had one or two meetings with vendors every week for more than two years now.
• Through regular corporate briefings and updates, I share research and gather intelligence from companies on their challenges and any other noteworthy trends.
• I use those insights to help target advice and content for those vendors so they understand YOUR needs as HR practitioners. If you’ve ever bought HR technology, you know how hard it is. I’m hoping to make that easier in some way.
• That insight comes in the form of white papers, research reports, webinars, conference attendance, speaking, and advisory sessions.
• Occasionally I work with corporate clients to help them with their innovation, technology, or strategy plans. As I said, this stuff is complex and it helps to have an outside viewpoint when you’re contemplating a new direction.

That might not be super clear, but it gets us closer to home. :-) By the way, if you want to reach out to me about anything connected with Lighthouse, here is my email address.

I’m also a member of the HR Federation, a group of rockstar independent analysts that covers pretty much the entire market. Honored to be associated with this illustrious group.

And the best news yet…

It’s an exciting time for me and my family, especially since we have a new baby on the way! Yes, little peanut is due in November 2016, and we are all very excited for the arrival. With the baby coming and my desire to have more freedom and flexibility in my work, we felt like it was the right time to make the move.

As for my plans for upstartHR, I’m still here. My heart for small business, in-the-trenches HR, and witty banter hasn’t gone away. I still plan to write, share, and explore the best ways to improve your HR service delivery and work as a strategic player. I’m selling HR certification tools for the PHR and SPHR to help those of you who are looking to improve your capabilities as HR leaders.

Thanks for everything you do to support me and this site. I couldn’t do it without you!

Article source:Ben - Starting a New Chapter»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: No Pollyannas Allowed – The Case for Rational Optimism by Jennifer Miller

After a powerful presentation on “The Optimism Quotient: Changing Our Mind, Fueling Our Success” at the WorkHuman conference, happiness researcher Michelle Gielan conducted a Q & A. One of the first questions out of the gate is probably one she hears a lot. An audience member said, “I really believe in the power of an optimistic outlook and I work to demonstrate that at work. But lately, my co-workers have been rolling their eyes at my optimism. How can I maintain a positive outlook but not seem like a Pollyanna?”

It was a common question at the conference, which features speakers on topics such as positive psychology, mindfulness and optimism in the workplace. Conference attendees were “sold” on being positive, but had encountered less-than-enthusiastic responses from their colleagues.

Gielan acknowledged that all professionals want to be seen as a person of substance.  Nobody wants to appear clueless about a business challenge. She addressed the question by saying that we need to strive for rational optimism. This is the type of optimism that acknowledges a challenge and sees a positive way forward. Gielan cited a study in which people exposed to potential solutions after reading a sad story about world hunger felt 20 percent more positive than the control group who read the sad story, but had no solutions provided. The key element in this research is hope—the belief that perhaps something can get better.

She went on to say it’s important that when we come up against life’s challenges, we feel that our behaviors in addressing our challenges will matter—that we can have a positive impact on our situation. That’s not to say we ignore a troubling situation or a dire problem. Rather, we tell ourselves, “I can handle this. I have had successes and wins in the past. I will be able to deal with challenges that come my way.”

She counseled the audience member to first validate that the problem exists. “It’s important that you demonstrate that you understand the situation and that you have made a realistic assessment.” It is only after you show that you understand what you’re up against, that you can the move on to optimism by expressing confidence that a solution will be found.

Here are five things to say that will help show you are a rational optimist:

1. What are your biggest concerns about this situation?
2. What has been tried before? Why do you believe it didn’t work?
3. I want a realistic assessment. What am I missing?
4. Let’s assume for a moment we could solve “X” (X = biggest barrier.) If we did that, what else would prevent us from moving forward?
5. Where am I being too optimistic in my assessment of the situation?

Some people are pessimistic and no amount of role-modeling a positive mindset will change their ways. Yet there’s a whole group of people out there who are simply skeptical of an overly enthusiastic person. Or, they may have been burned before by someone’s promises of a “better way.” You can avoid looking like a Pollyanna if you first acknowledge the challenge, then confidently express hope (without over-selling it) that your team can find a solution.

Article source:Jennifer Miller - No Pollyannas Allowed – The Case for Rational Optimism»

Guest Article: Breathing Lightning (The Right Thing) by Jay Kuhns, SPHR

It sounds so simple. So easy. We're taught to do it from the time we are "forced" to share with other kids at pre-school. That same mantra flows through our formative years and into our working life.

When facing a difficult situation, just do the right thing. No problem, right? After all, we're leaders, so we always make the right decisions. (epic eye roll here)

But seriously, we do, don't we?

You always have the chance to do the right thing.

Not So Fast
I think we can agree that difficult decisions are not all the same. Some can be hurtful but necessary. Others will have a winner and a loser...and sometimes we can not avoid having someone lose. 

We are even faced with decisions that may derail our own career temporarily because we can no longer support the behavior of the leaders in our organizations.

What often starts with so much promise...all of a sudden...isn't so clear.

Until the right thing comes undone.

Choices
As leaders we strive for many of the same things: for our teams to trust us, to be known as someone who makes "good" decisions even when they are the hard ones, and above all to be an example of how the work can be done well while still caring about people.

By the way, if these aren't at the top of your list, I'd love to hear what is.

When those difficult choices come up, the team is relying on us to do the right thing. We may be filled with doubt. We may be concerned about how our decision will "look" in the eyes of others. Even with our best intentions, it can be so confusing.

I look inside myself, is this the right thing? 

How About You
They say that leadership is a lonely place. Take a deep breath...and accept that they're right.

Is this the right thing? I don't know.

I'd love to hear from you.

No Excuse.

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inspiration
Article source:Jay Kuhns, SPHR - Breathing Lightning (The Right Thing)»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Self-Awareness is a Lie by Jay Kuhns, SPHR

"No matter how unbiased we think we are, we may have subconscious negative opinions about people who are outside our own group. But the more we are exposed to other groups of people, the less likely we are to feel prejudice against them."
- Mind Tools

I'm in Leadership, I'm Not Biased
I hate to break it to you...but yes, yes you are, and we have our brains to blame for some of those biases. We are not able to process the millions of bits of information slamming into us every second of the day. 

So, our brains make quick judgments based on things that are familiar (skin color, accent, job, education, geography, etc.) to help move past the simple things and get us to the really important stuff. Except the little things are the important stuff.

Trying to convince ourselves otherwise is not only foolish, it is quite literally, impossible.

Attack Your Biases...With Humility
One of the inherent problems of leadership, and in particular as we rise through the corporate ranks, is that we rely on our our own opinions more and more. We become removed from the operations, and the work flow, and the team that understands how the work gets done in the trenches.

Our over inflated egos block our ability to see and hear what we need so desperately to lead effectively. If we are to guide our organizations forward, we must understand what is happening from every point of view.

The solution is pretty straightforward if you're a strong enough leader to handle it.

- Ask for input.
- Listen to what your trusted circle tells you.
- Do not get defensive.

How About You
Who is there for you? For me, it is my Personal Board of Directors. A team of leaders who don't know it, but are the ones I on rely for candid feedback when I'm sure "I know exactly what I'm doing."

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Self-Awareness is a Lie»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Five Signs You Are Not Ready to Be A Manager by Melissa Fairman

Today’s post comes to us from Helen Sabell. She works for the College for Adult Learning, and is passionate about lifelong learning. She has designed, developed and authored many workplace leadership and training programs, both in Australia and overseas. You can connect with her on LinkedIn. Thanks for the post today Helen!   Management roles […]

Continue reading...

Article source:Melissa Fairman - Five Signs You Are Not Ready to Be A Manager»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: Hays: A top 10 performing Australian business across all sectors by Ross Clennett

Last week some fascinating financial data was released by economic research firm, IBISWorld. IBISWorld founder, Phil Ruthven decided to scrutinise all large enterprises in Australia, not just the home grown or ASX-listed ones, over five years to 2015, to identify the highest performing enterprises measured by return on shareholders' funds (ROSF). He removed those companies with tiny
Article source:Ross Clennett - Hays: A top 10 performing Australian business across all sectors»

Check out more of Ross Clennett's work at hisblog

Guest Article: The Power of Time by Jay Kuhns, SPHR

I received a healthy dose of "don't forget what you can do Jay" from a member of the team during a call last week. I had decided to forgo an extra night at a hotel to save my company a few bucks. But... 

...I was reminded that time is more valuable than money.

Making It
Despite the never ending stream of "I'm so busy" comments that we hear all day, it is really not about our work, or responsibilities, or life that gets in the way. It is our unwillingness to make time. Have you ever heard this phrase before?

"Where does the time go?"

Of course we all have a full plate, that's not what I"m talking about. It is the choice to protect time, schedule time...to literally make time to get important things done.

Sharing It
One of the most important things leaders can do is share their time with the people around them. Yes, the people that help make them, and the company, successful. Sharing our time is not a one way communication. I often receive as much as I give when I connect with our team.

Often...as in...every time.

Not only does sharing time help with the fundamentals like communication, building internal communities, and living the values of the company. It also reinforces the influence leaders have in their organizations.

Think about the early days of your career. Did it matter if a senior executive took time to connect with you. Not because they had to....but because they genuinely wanted to?

It sure did for me.

There is another reason it is important to invest your time in the people you work with, and it is quite obvious. We all talk about how important our people are to our businesses. When we connect with our people, we are connecting with the lifeblood of our companies too.

Are you with me?

How About You
The old adage that time is money is true. But it is far more important than dollars and cents. How we prioritize our time speaks volumes about whether we back up our executive-speak or not. So, how will you spend your time today?

Thanks for the reminder Julie.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - The Power of Time»

Check out more of Jay Kuhns' work at No Excuses HR