Marc Effron

We are never short of challenges, at work or otherwise. This article is a great read on finding opportunities in challenges, instead of responding to them as threats and triggering defense mechanisms.

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My colleague and I were asked to transform regional leaders who were competing for resources across multiple locations, geographies, and countries into an ‘Enterprise’ Leadership Team, focused on a shared vision, shared goals, and shared resources. We accepted the challenge! By the end of the summer, this team of siloed leaders had fundamentally turned into a united force, making enterprise decisions, sharing talent and other resources across the company, and making decisions and solving industry problems as a true leadership team. Recently, we have been working with a number of clients who present with statements such as this: “We have good skills in each discipline among the executive team, but we are not acting as one team. We are lacking the level of trust and transparency needed to move the business forward.” Whether they know it or not, what they are asking for is a transformation from a traditional Executive Leadership Team to an ‘Enterprise’ Leadership Team. And they have come to the right place! To learn more about the difference between the two and to get a few tips to get you started on your own transformational journey, take a look at our latest article, “Transforming the ELT", linked below: https://lnkd.in/g96yAhRh #enterpriseleadership #leadershipcoaching #leadership

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The truth is, good management isn’t about being a boss; it’s about being a leader. Recently, my dear colleague Melody Rose, NACD.DC, Ph.D. posted an article from Insidehighered 4 Ways to Reduce Higher Ed’s Leadership Deficit, which Jay Stephens authored. Reflecting on the post and article has prompted me to contemplate my experiences. For those unfamiliar with my background, my career commenced in HR, and I have always been deeply passionate about effective management practices and the profound impact of leaders on employees. I used to think that management was about giving orders and making sure tasks were completed on time. But I quickly realized that’s the quickest way to lose your team’s trust and loyalty. Good management is a skill—one that’s honed through empathy, communication, and leading by example. 1. **Listen More Than You Speak:** The best managers aren’t the ones who talk the most; they’re the ones who listen. Truly understanding your team’s needs, challenges, and aspirations will give you the insights you need to lead effectively. 2. **Empower Your Team:** Micromanagement stifles creativity. Instead, I’ve learned to trust my team to make decisions. When people feel empowered, they’re more engaged and motivated to go above and beyond. 3. **Lead by Example:** I realized that my actions set the tone for the entire team. If I wanted my team to be empathetic, dedicated, and hardworking, I had to model that behavior first. 4. **Provide Constructive Feedback:** Instead of just pointing out mistakes, I focus on offering solutions. Feedback should be a tool for growth, not a weapon for criticism. 5. **Celebrate Successes:** Recognizing achievements, big or small, boosts morale and reinforces positive behavior. A simple ‘thank you’ or ‘well done’ goes a long way in building a motivated team. Share your thoughts in the comments below! #ImpactfulLeadership #leadership #highereducation #management 

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🤝🏼 Yes, Employee Engagement Matters 🤝🏼 A 2020 Gallup study is just one of the studies confirming that engaged employees drive organisational growth. Here’s just a few of the impressive findings: ✅ 81% less absenteeism  ✅ 64% fewer safety incidents ✅ 10% higher customer loyalty/engagement  ✅ 23% higher profitability As a leader, these statistics are hard to ignore. So, how do you keep your employees engaged? Understanding team members’ different thinking preferences and creating opportunities for individuals to leverage their strengths can significantly enhance team effectiveness, engagement, and workplace productivity. At Carole Cooper Consulting, we apply Whole Brain® Thinking to improve employee engagement at all levels. Learn more about our Certified HBDI Assessments and Consulting here: https://lnkd.in/gAErSEZV #herrmannasia #wholebrainthinking #leadership #hbdi #peopleandculture #employeeengagement #DEI #neurodiversity

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One thing that makes me feel uncomfortable, and I often call out, is referring to a group of people in workplace by their nationality (eg. the Indians, the Polish, etc.), when this is not linked to their de-facto location but to the “set of tasks or responsibilities performed”. In global organizations we should be extra-mindful about langauge and we should learn to call people by their name or their roles and avoid derogatory generalizations. True cultural transformation goes beyond diversity—it’s about creating inclusion. This happens when institutional and personal biases are actively challenged by: 👉Inclusive policies that embed fairness and equity into the system. 👉Inclusive behaviors that leaders and teams model and reinforce every day. Leaders play a pivotal role in this transformation. It’s not enough to set policies—they must also live the new norms, scrub outdated practices, and ensure inclusion becomes a positive and intentional habit of the organization. This requires self-reflection, curiosity and kindness (to yourself and to others). And sometimes also courage to call out conscious and unconscious bias or micro-aggressions. Diversity exists naturally; inclusion requires intentionality. Are you ready to act? #Inclusion #Diversity #CulturalTransformation #Leadership

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More Evidence that Business is in a Bind with HR issues My previous post added material that didn’t fit into my Harvard Business Review article with Ranya Nehmeh about the bind that business has created for itself by continuing to squeeze employees in a tight labor market. https://lnkd.in/eGTeTapT.   The complaints of employers now focus almost entirely on not being able to hire the talent we want. We can’t find them or they cost too much. So what is the alternative? Grow talent from within, replace the boss who left with their subordinate, or at least let people take lateral moves to learn something new. How often does that happen? A new survey of employers from APQC reported in Human Resource Executive finds that we fill only 15% of vacancies from within.  That figure is consistent with other estimates for US corporations. It means, of course, that we are going outside to fill 85% of our openings, and the number is even higher for leadership positions. It is impossible to believe we have any intention to develop talent if we see so little evidence that it is happening.    We have gotten worse about this over time even compared to the brief dot.com period where we tried to make it easy for employees to get a new job with us because it kept them from leaving to find a different one elsewhere. We learned then that an open internal labor market cut turnover: Employees who wanted a different job could find one inside without having to quit. So what happened, why are we only now starting to think that the “internal marketplace,” which is the same thing as the bidding and posting models from 1999, might help us with talent issues? Well line managers didn’t like that because it meant losing someone who might be pretty good even if it meant being more likely to get someone good later on. After the Great Recession, quit rates fell because there were few jobs to go to if you left. So we restricted the ability of employees to move:  If we require that our current boss must approve or even just must be informed that we are trying to leave her, that’s shuts down movement because no one wants to tell their boss, who has power over them, that they want to try to work for someone else, especially knowing that they might not get the job and will then have to come back to that boss. Sure, you can tell the line manager that they will be able to get someone else good from within the company, but it’s hard to care about that if as a manager you think you may not be there long yourself. It is a classic example of the overall organization losing out – in the form of greater outside turnover - to the interests of its components.    How many jobs does your organization fill from within? Would it shock your leaders if they knew?    

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As the new executive director of The Drucker Institute, I am working to bring together leaders who believe in the timeless messages of #peterdrucker, Tom Peters, and other leaders from Claremont Graduate University and Drucker School of Management. My goal is to help build on the Drucker Institute's and CGU's standing as the epicenter of management thinking and debate, allowing scholars, students, and leaders in the private, public, and social sectors to explore and learn from a near-century of writings on the topics of management, business, leadership, and humanism. One of the first steps I am taking is to build a new onramp for #lifelonglearning with the introduction of the first-ever Drucker Playbook for Rising Leaders in the Social Sector. Peter Drucker called the nonprofit organization “America’s most distinctive institution”, carrying forward the values of American Society and the American tradition of citizenship. The goal of the Playbook is to provide those who work, serve, or volunteer in the social sector with a curriculum of educational and training methods on the topics of Drucker's Five Most Important Questions for an organization, to better ways to manage oneself, one's relationship with others, and oneself within an organization. I have built out the Playbook and would like to find up to 5 nonprofit leaders who would have an interest in auditing the prototype and providing me feedback to make sure I have not missed anything important. In exchange, one will have the opportunity to be one of the first to explore and learn from the material, help me shape its future, and receive the first-ever official "Drucker Institute Certificate for Rising Leaders in the Social Sector." If you have an interest or know of a great social sector person who may have an interest in this opportunity please send me an email at [email protected].

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Thank you, Pete Dulin, for including me in this article describing the important opportunities to reverse the emerging trend of employee detachment. The article cites a recent study by Gallup and says: "Employee turnover may have slowed, but productivity has dropped and pressure for future loss of talent builds once conditions change. Workers feel detached from their work, presenting both a downside for the employee and employer. As Gallup pointed out, 'organizational change initiatives are likely to meet indifference or resistance.'" The R.E.A.L. effects of declining organizational trust include the loss of Revenue, Engagement, Advocacy, and Loyalty. Thankfully, there are evidence-based strategies that can reverse the trend. #BuildTrust #TrustProposition

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Imposter syndrome is so common - and it is common to feel you are the only one - that is what your #judge is telling you! Check out this report from Korn Ferry. Ready to move forward with coaching to overcome imposter syndrome and build your mental fitness? Set up a call now!

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Building teams and maximizing an organization starts with understanding the decision making process of your SLT. Can you define yours? Are you truly considering the impact you make when you are hiring without understanding your decision making environment today?

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Essential LISTEN - If you haven't explored Google's audio format articles yet, you're missing out on a fantastic tool! I recently experimented with transforming my article on the evolving landscape of #HumanResource into an audio piece - almost like a podcast!! In the audio version, I discuss three key changes unfolding in the realm of human resources: #geopolitical shifts, the role of #technology in shaping the future, and the rising trend of hyper-personalization for the #employee. Take a listen and share your thoughts! Check it out here... Salto Dee Fe The Fast Future Executive Debraj Sinha Nitin Behki Garima Dhamija Shruti Dhupia Aman Pal Singh Ashwin B

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Hi HR professionals! Are you heading to the SHRM INCLUSION conference in Denver this November? I'll be presenting an engaging session on "The Provocative Role of Political Speech in an Inclusive Workplace." Let me know if you'll be there - would love to catch up! #HR #SHRM #InclusionConference #WorkplaceInclusion

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Learn why CEO tenures don't follow an expected narrative in this Forbes interview with Claudius A. Hildebrand and Bob Stark. They also discuss other insights from our new book, The Life Cycle of a CEO, out today! https://lnkd.in/eQsx9ahw

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This article explores the intricate relationship between vulnerability and having institutional power. This is especially pertinent for DEI or HR leaders navigating within resistant organizations and having limited resources to build impactful cultural change. The question posed is not just rhetorical but a fundamental challenge to the conventional perception of DEI leadership strength. Read Article: https://bit.ly/4ddcQEz

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The loss of balance... in our societies, in our cities, and in ourselves. This is what Henry Mintzberg wants us to focus on and fix through his Rebalancing Society thinking. (and rebalancing leadership is what CoachingOurselves is focused on through a simple and agile peer learning approach)

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From the perspective of a leader in the outplacement space, the article "The New Unemployables: A Scary Future" underscores the critical need for comprehensive, adaptable support in today's challenging job market. The emergence of a new group of "unemployables" - skilled professionals struggling to find work even in a robust economy - highlights the inadequacy of traditional job search methods. Factors such as talent hoarding, job consolidation, and the anticipated impact of AI have created a perfect storm, leaving many job seekers feeling burned out and unprepared for the new realities of the job market. https://lnkd.in/efj_6JZR As a holistic outplacement provider, Meridian Resources offers dedicated coaching without time limits which is invaluable. Our services provide the personalized, long-term support needed to navigate these unprecedented challenges. A dedicated coach helps job seekers optimize their resumes for AI screening, develop crucial AI-related skills, and craft job search strategies that help them navigate a dysfunctional hiring system. Most importantly, the absence of time constraints allows for a comprehensive approach that addresses not just skills and strategies, but also the mental well-being and resilience of job seekers. This holistic, sustained support is essential in helping professionals adapt to industry-specific trends, overcome job search burnout, and ultimately succeed in a rapidly evolving employment landscape.

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Key learnings from the herebelow Forbes article for 5 Things A Great CEO Never Does: 1. Get Lost In The Details 2. Stick With Poor Decisions 3. Compromise Their Integrity 4. Lose Composure Under Pressure 5. Become Overly Dependent On The Approval Of Others Through Mentoring & Coaching and use of Assessments, by those who have the expertise & the experience, you can have support on this direction such as by Arsis Global Consulting That’s why I would add a nr 6 on the above: - Avoid not to listen & have the suitable advisors, since nobody is perfect and nobody knows everything. Out of the five things, if integrity is compromised then it’s very difficult or impossible to change your personal branding. #ceo #leadership #mentoring #coaching #assessments #hoganassesesment #arsisglobalconsulting #personalbranding

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"...A strategic and effective way to achieve this is by establishing a Talent Management Center of Excellence (CoE). This dedicated team or department is the backbone of talent-related strategies, ensuring the organization’s approach to talent development aligns with its long-term goals and market demands. Here are several reasons why creating a Talent Management CoE is crucial for organizational success...." https://hubs.li/Q02SF1q10

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Boards should not and can not be complacent. For any organization, It's up to the board to ask the hard questions and fight against complacency to move the company forward. This article from Liz Fedor and Twin Cities Business specifically takes a look at Boeing and the negative impacts of a complacent board. Read the article here: https://bit.ly/43J258R #TrueNorth #BattleComplacency #Boards #Boeing

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