Jochen Brenner

It's crucial to rethink the traditional "change curve" in today's dynamic environment. Embracing constant change is key, rather than fitting people into a rigid model. My latest paper, "Beyond the Curve: Rethinking Change Management in an Environment of Constant Change," delves into this shift towards resilience and agility for both individuals and organizations. Explore more insights on #change #resilience #learningorganization.

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In 2024, DEI EFFORTS must become INTEGRATE throughout the organization. This looks like: - Inclusive leadership competencies added to promotion criteria and performance evaluation processes. - Shared expectations for respectful dialogue and communication across email, virtual collaboration tools, video calls, and in-person. - Organization-wide DEI goals broken down into department and even team-specific goals that leaders are responsible for achieving. - Investments in initiatives like pay-equity audits and expansive benefits that meet unmet needs, ensure fairness, and root out discrimination. - Learning opportunities and event programming designed to directly impact employees’ day-to-day work and experience — not simply entertain. In short, its great we share the ambition but lets roll up our sleaves to get the work done!

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Can agility, AI, and wellbeing coexist in the fast-paced world of HR? I think so! 🚀Looking forward to my brand new opening keynote for Human Resources Online for their Transform Talent 2024 conference. During my research and preparation for this, I discovered some interesting insights and its been fun to connect these dots with my lived experience of navigating talent & leadership. Excited to interact on this with some of the best thailand HR leaders on 22nd. Akarin Phureesitr, Pasook Rojanagatanyoo, Ph.D, Saksit Thananittayaudom, Panida Anukul, Tom Haythorn, Fasai Pongpitaksopon and more. Let's redefine what it means to lead and transform in the age of AI. #leadership #AI #wellbeing #openingkeynote

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Recently my biography of my father’s life was published. This account was to celebrate his life and legacy. What I didn’t focus on, was what caused his death. He died from pleural mesothelioma; a lung cancer caused from exposure to asbestos. I reflect on this, with my insights as someone that has been responsible for health and safety compliance training in organisations and the learning systems to manage the process. #healthandsafety #HSE #asbestos #mesothelioma #compliance #compliancetraining #LMS #CIBSE #healthandsafetycompliance #learningsystems https://lnkd.in/eKTKdQSh

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CHRO Transition to a New Role —Dave Ulrich and Norm Smallwood share ideas to accelerate the transition into a CHRO role. They highlight 5 main questions that newly appointed CHROs should ask and answer during their first 90 days: 𝟭) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀. Do I walk the talk about our business? 𝟮) 𝗛𝗥 𝗔𝗰𝘁𝗶𝘃𝗶𝘁𝗶𝗲𝘀. Do I have a broad map of the HR activities being done? 𝟯) 𝗛𝗥 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀. Do I have a sense of the key HR priorities? 𝟰) 𝗛𝗥 𝗧𝗲𝗮𝗺. Do I have the right team in place? 𝟱) 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿. Do I clearly demonstrate my priorities and values through the transition? There are also sub-questions: 𝗲.𝗴., 𝗙𝗼𝗿 𝘁𝗵𝗲 𝗺𝗮𝗶𝗻 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻, '𝗱𝗼 𝗜 𝘄𝗮𝗹𝗸 𝘁𝗵𝗲 𝘁𝗮𝗹𝗸 𝗮𝗯𝗼𝘂𝘁 𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀? a) Do I know how we make money? b) Do I see how (and how well) the business operates from multiple points of view? etc. Several other ideas are discussed, including actionable suggestions to accelerate a CHRO transition. See resource 3 in issue 234 of my Talent Edge Weekly newsletter https://lnkd.in/drD3tw5u If you want more content like this, check out my Talent Edge Weekly newsletter. Just click 'subscribe to newsletter' at the top of this post. #chro #hr #humanresources

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This is a great article on company culture building. Over the years many of us have struggled with different aspects of culture building. This article from Harvard Business Review contains some great practical elements - two that really resonated with me are: 1. The use of "dilemmas" to get people to understand the choices we make that are aligned with the desired culture. I've used this in the development of values - "what does it look like when we do not demonstrate our value of X", and like the idea of using it for culture clarification. 2. Anyone who has worked with me on the development of culture knows I often go back to the importance of signs & symbols - this article talks about articulating the desired culture using concrete, colorful images to get the values to stick. Research on the picture superiority effect (PSE) shows that images lodge themselves in our memories in a way abstract words don’t. Intrigued? Read more about Airbnb’s “Elephants, dead fish, and vomit”. #culture #leadership #CHROs

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An important thought in this important article for choosing your partner in Executive Search. The role of a Search Firm Partner in today’s evolving business environment involves more than matching skills with job descriptions; it requires a deep understanding of how leadership styles can either enhance or hinder the dynamics of modern workplaces.  The move to more open ways of working is significant, and no more important than for the senior leadership recruitment process. #executivesearch #boardsearch #leadershipconsulting

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An insightful post and something discussed with clients and candidates so often these days. Navigating the ever-evolving landscape of career priorities, I've also witnessed a profound shift. Today, professionals are increasingly making choices that not only promise professional growth but also deeply resonate with their personal values and pursuit of a balanced life. A great quick read! #BoydenAustralia #ExecutiveSearch #qualityoflife #enhancedproductivity

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As work exponentially evolves, the ask of the HR function is increasing in equal measure. My colleague Alexandra Zea and I explore the evolution of the function and discuss its next mandate #futureofwork #futureofhr Mercer, Mercer US, The Fast Future Executive, Caltech Executive Education

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August Reflections // The Power of Feedback in Driving Growth and Engagement - 7 Tips on How to Make It Count! 🚀 We’ve just wrapped up our mid-year reviews at Envu, and I’m reminded once again of the transformative power of feedback. Feedback isn’t just about performance ratings or critiques—it’s a catalyst for growth and engagement. And the data proves it! According to Gallup, employees who receive regular feedback are nearly three times more likely to be engaged than those who don’t. Engaged employees are more productive, perform better, and are more likely to stay with the company. Who wouldn’t want that? Here are some effective practices we’ve embraced at Envu to make feedback a real driver of growth: 1. Encourage Self-Reflection: Preparing for feedback conversations ensures they are meaningful and productive. When we understand where we stand, we can better identify our next steps. At Envu, we encourage people to reflect on and document their thoughts by answering two key questions before their feedback conversation to promote self-reflection. 2. Incorporate Intercultural Knowledge: To ensure feedback is effective and impactful, we must consider cultural dimensions like high-context and low-context communication. At Envu, we offer workshops on intercultural communication to help our teams understand these differences and give feedback that resonates across diverse backgrounds. 3. Encourage Performance Dialogues: Regular, open conversations about performance help keep everyone on the same page and prevent year-end surprises. It’s all about staying aligned and moving forward together. 4. Focus on Strengths: Building on what people do best can boost engagement and accelerate growth. At Envu, we use the StrengthsFinder assessment to identify and leverage each person’s unique strengths. Let’s amplify what makes each of us unique! 5. Offer 360° Feedback: A holistic view from peers, managers, direct reports, and other stakeholders provides valuable insights. My recent experience with a 360° feedback session was eye-opening, especially in seeing diverse perspectives. According to a Harvard Business Review study, companies using 360° feedback for executives saw a 10.6% greater increase in shareholder value. That’s impactful! 6. Use a Robust IT Platform: A solid platform for tracking goals and feedback helps keep everyone focused and on track. It’s essential for driving continuous improvement. 7. Be a Role Model: Leaders, let’s walk the talk. Embracing feedback and showing our own growth journey inspires others to do the same. Feedback is more than just a review—it’s an ongoing conversation and a vital part of learning and development. Let’s continue to embrace it, learn from it, and use it to drive our success forward. What feedback practices have made the biggest impact for you? Share below! 👇 #Feedback #Growth #Leadership #ContinuousLearning #Envu #BestPractices #Engagement #Development #InterculturalCommunication

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The 10 most significant shifts facing organisations today.....the future of work. In the 2023 survey of 2500 business leaders from around the world by McKinsey & Co, part of the output of the survey produced in a 92 page report highlights what are considered to be the 10 most significant shifts organisations face in our ever-chasing world. What struck me was that despite the inexorable march of technology and especially AI, the majority of the shifts focused on the organisational need to recognise the key role of people is successful businesses and the challenges that people face. The report produced by Patrick Guggenberger, Dana Mayor, Michael Park and Patrick Simon make essential reading if, as a leader, you genuinely care about how to value your workforce, inspire as a leader, become more efficient and agile and continue to adapt. The 10 aspects highlighted are: 💡 Increasing speed and strengthening resilience in your organisation. 💡 'True Hybrid' - getting the new balance of in-person and remote work right. 💡 Making way for Applied AI. 💡 Adapting rapidly to the new rules of attraction, retention and attrition for the workforce. 39% of workers plan to move on from their current roles. 💡 Closing the capability chasm - more than a gap, only 5% of leaders felt their organisations possessed the capabilities it needed. 💡 Walking the Talent tightrope - High-performers are 800% more productive than average ones - once again focus on the new rules of attraction above. 💡 Leadership that is both self-aware and inspiring - concerningly only 25% see their leaders as engaged, passionate and inspiring. 💡 Making meaningful progress on diversity, equity and inclusion (DEI). only 47% of companies felt that they had the right infrastructure in place. 💡 Mental Health - investing in a portfolio of interventions and support - People suffering from mental health issues are 4 x more likely to leave their roles. 💡 Efficiency re-loaded - 40% of leaders cited complex organisational structure as the reason for inefficiency. In short, rather than the future of work, we are confronted by the need for change here and now. Leaders need emotional intelligence, agility, resilience and the ability to adapt and pivot. #McKinsey #futureofwork #peoplematter #leadership #readandadapt #blackdogleadership #leadershipdevelopment

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How often do you give feedback as a leader? Continuous Feedback loops are essential for high performing teams to tailor their performance as they thrive on it. Make it a practice to share regular feedback for improvement and growth. How often do you share it with your teams?

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𝗗𝗲𝗮𝗹𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝗻 𝗚𝗲𝗿𝗺𝗮𝗻𝘆 🇩🇪 This week I had the pleasure of delivering a training session on change management in Germany. Navigating change can be challenging anywhere, but in Germany, certain cultural specifics play a key role in how employees and organisations respond to change. 𝑯𝒆𝒓𝒆 𝒂𝒓𝒆 𝒔𝒐𝒎𝒆 𝒉𝒂𝒄𝒌𝒔 𝒇𝒐𝒓 𝒎𝒂𝒏𝒂𝒈𝒊𝒏𝒈 𝒄𝒉𝒂𝒏𝒈𝒆 𝒆𝒇𝒇𝒆𝒄𝒕𝒊𝒗𝒆𝒍𝒚 𝒊𝒏 𝑮𝒆𝒓𝒎𝒂𝒏𝒚: 1️⃣ Emphasise structure and planning: Germans appreciate well-organised, structured approaches. Make sure your change management plan is clear, with step-by-step details, timelines and goals. Employees expect to know what's coming and how it will affect them. 2️⃣ Communicate early and transparently: Germans value transparency. It's important to communicate the reasons for the change, the benefits and the expected outcomes clearly from the outset. Surprises are generally unwelcome. 3️⃣ Involve employees and works councils: Collaboration is key. Works councils have considerable influence in German companies and need to be consulted at an early stage. Employee involvement builds trust and reduces resistance. 4️⃣ Training and development: Providing employees with structured training and resources to help them adapt to change shows that you are investing in their development, reduces anxiety and improves commitment. 5️⃣ Patience and consensus: Decision-making in Germany tends to be consensus-driven, which can slow things down. Take the time to build consensus at all levels to ensure lasting commitment to the change.  6️⃣ Long-term focus: Present change as a long-term investment in the company's success. Germans tend to take the long view, so showing how the change aligns with the company's sustainability and future growth will resonate better. Of course, every company and industry is different, so the approach to managing change may vary. However, understanding these cultural elements can provide a strong foundation for smoother transitions. What strategies have you found to be effective in managing change, especially in the German business culture?

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Every #Communication is a two-way interaction (at least). Think of real communication as a complex call and response in which all parties are giving information, confirming receipt, articulating understanding, and sharing more. Bet you didn’t think there was so much to it. #EffectiveCommunication #Leadership #HRLeaders #ActiveListening

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Playing it safe and bringing in someone who perfectly fits may seem obvious. But true diversity means having leadership insight that brings a fresh perspective.

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A Personal Reflection on Diversity in Action 🌟 Beyond the Vision: My Encounter with Unconscious Bias As an advocate for diversity, I’ve always championed the inclusion of a diversity statement in organizational visions. But what’s even more crucial is the practice behind the promise. 🤔 A Surprising Revelation I recently engaged in a conversation about a senior role within a client’s organization. They had crafted a job description that beautifully articulated a commitment to diversity, equity, and non-bias. However, when it came to selecting candidates, a preference for a specific industry background surfaced, revealing an unconscious bias. 🔄 The Gap Between Say and Do This experience served as a stark reminder that while we may speak of equity and diversity, our actions may not always align. Unconscious biases are pervasive, and recognizing them is the first step towards change. 🗣️ Let’s Discuss and Overcome Bias If you’re curious about how such biases can be identified and eliminated, I’m open for a conversation. Together, we can explore ways to ensure that our actions reflect our words, making diversity and inclusion a lived reality. 📩 Connect for Change Feel free to reach out to me for a discussion on removing unconscious biases and truly embracing diversity in every aspect of our lives. #hiring #diversity #inclusion #talentacquisition #unconsciousbias

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Companies with more women leaders outperform their competitors. But how do we move beyond lip service to real change? Get actionable strategies in 'Beyond Inspiring Inclusion: Strategies to Close the Gender Gap in Executive and Board Leadership'. Read it here ➡️ https://lnkd.in/gbZaSA34 #womeninbusiness #womeninleadership #leadershipinsights #csuiteleaders

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HR's New Role? My colleague Ranya Nehmeh and I just published an article in the Harvard Business Review about the current bind in which HR finds itself because of the bind business leaders have created for their organizations. https://lnkd.in/eGTeTapT The story is one that employers and employees experience now daily. We have moved from almost two generations of a buyer’s market for employees – where the unemployment rate only once fell below 4% - to one where just keeping positions staffed is a challenge with unemployment below 4% since 2019. CEO polls routinely now put talent issues at the top of the list of their concerns. But what has the response to the market where it is harder to hire and retain? More cutting of jobs, delays in filling vacancies, letting employees quit rather than raising their pay (then paying more to hire new ones), more squeezes on training, and increases in stress caused by the pressure to do more with less. And what’s the plan on the horizon? A new “agile” approach to business, which translates to continuous restructuring, something that burns out employees. What do we offer employees? Wellness programs to help manage the stress these practices are creating. This is not an HR problem, it is a business problem, and one where the best HR can do is to try to persuade the CEO that the costs of these “pennywise and pound foolish” approaches is really hurting the business. None of this is an argument about the need to be nice to employees. It is about not being dumb about running our business. There are several pieces of information that couldn’t fit into the published article, so I thought it would be useful to pass them along here and in some posts to follow. These are facts that directly contradict what our business leaders seem to believe along with the references for them. Here’s the first one: You know when you have a vacancy, and you can’t get approval to fill it or you get approval but then you can’t get the budget approved? The motivation for doing that is the belief that it saves money. It does save labor costs, but it hurts the business because work doesn’t get done. A one standard deviation increase in the length of vacancies is associated with 5 to 6% lower quarterly return on assets.  (Chen, Ciao-Wei and Li, Yue Laura, Is Hiring Fast a Good Sign? The Informativeness of Job Vacancy Duration for Future Firm Profitability (April 28, 2023). Review of Accounting Studies. Let's stop pretending this is a smart practice.

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