You could say HR is going “agile lite,” applying the general principles without adopting all the tools and protocols from the tech world. It’s a move away from a rules- and planning-based approach toward a simpler and faster model driven by feedback from participants. This new paradigm has really taken off in the area of performance management. (In a 2017 Deloitte survey, 79% of global executives rated agile performance management as a high organizational priority.) But other HR processes are starting to change too.
In many companies that’s happening gradually, almost organically, as a spillover from IT, where more than 90% of organizations already use agile practices. At the Bank of Montreal (BMO), for example, the shift began as tech employees joined cross-functional product-development teams to make the bank more customer focused. The business side has learned agile principles from IT colleagues, and IT has learned about customer needs from the business. One result is that BMO now thinks about performance management in terms of teams, not just individuals. Elsewhere the move to agile HR has been faster and more deliberate. GE is a prime example. Seen for many years as a paragon of management through control systems, it switched to FastWorks, a lean approach that cuts back on top-down financial controls and empowers teams to manage projects as needs evolve.
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The Learning Factor
This is a really compelling article that challenged me to reflect on the challenges of leadership.
It's a very intersting topic and mostly I undersign it... though it's culture-dependent too... the context, the connotation you might have by reading e.g. this title... that might count too... coming from a region where story-telling might be a substitute of lots of things, among other things, lying, or - as one of my cross-cultural researcher friend said once - saying "no", I have some reserves... but even in the Anerican culture, whether the executives of Enron e.g. weren't (surely not authentic but) excellent story-tellers? If you are with me on that...
Of course, the message goes better into the deep with emotions and what is better than the story-telling like emotion-vehicle? of course... but to say that the future leader's main characteristics are courage and story-telling capacity is, I don't know, IMHO, not only simplistic but simply not enough...
Starting by the main point what story he/she should so well and authentically tell? What the content is of this famous story? I would start here when drawing this profile... and yes the sellability, the motivation-power, the capacity of being able to attract the followers, to be able to align their energy are also important but somehow the content of all these has a certain priority in my mind...
This article highlights some of the qualities successful leaders of the present and future must cultivate, such as courage, resiliency, permeability and transparency. These qualities create a powerful presence, one that people can trust.
Presence is knowing yourself, your values, passions and goals, and being able to communicate them authentically. Presence is also being empathetic to the aspirations of others.