Sam Dagan

The rise of interims should give boards pause. It’s an indicator of a multifaceted challenge that needs real examination if we aspire to resilience in future leadership and sustainable organizations.

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Unlocking the Secret to Retaining Top Talent in High-Tech Did you know? 40% of high performers leave within the first year if they feel undervalued or see no path for growth. High expectations alone won’t drive success—you need a strategy that aligns performance with tangible outcomes. When your top performers know that their contributions directly lead to higher pay, promotions, and recognition, engagement skyrockets, and turnover plummets. So how do you create that critical performance-outcome link? Here’s the formula: 1. Timely and Actionable Feedback: Stop waiting for annual reviews. Real-time insights create real-time impact. 2. Forward-Focused Reviews: Let’s talk about future potential, not just past performance. 3. Leadership Pipelines: Recognize and reward to grow leaders from within. According to a Gallup study, teams with engaged employees see 21% higher profitability. Who wouldn’t want that? Your next step? Assess if your team’s current performance outcome link is truly motivating your top talent—or silently pushing them away. What’s worked for you? Let’s discuss in the comments! 👇 Read more: https://lnkd.in/e2WNx5hi #TalentManagement #CompensationStrategy #HRLeadership #EmployeeEngagement

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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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2024 Global Talent Trends from Mercer report: "Organizations are taking the opportunity to reset their People strategy to intentionally build more sustainable, more inspiring, less exhausting work models." Kate Bravery, Senior Partner, Mercer Thought leadership from Mercer about how to "unlock human potential"-- the top 3 forces influencing 3-year talent strategy area: 1. Inflation, currency, and capital concerns 2. Digital acceleration including AI 3. Rise of alternative, flexible, or distributive work models Be sure toin include monitoring and adapting to these seismic shifts in your people plans for 2024-28. Link to full report download in the comments. #talentstrategy #talentoptimization #hybridwork

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What’s new: HR leaders are having to rethink and relearn traditional rewards strategies in response to the growing need to vary, customize and recalibrate rewards packages. The big picture: The design and delivery of rewards packages have grown more complex because of factors like remote and hybrid work, data transparency, artificial intelligence, and sudden shifts in benefits preferences caused by the pandemic. What’s next? HR leaders should consider several strategies, including considering different cultural norms and expectations, aligning rewards objectives with business objectives, customizing and optimizing reward package selection options, and combining data science with the art of human judgment. ___  ____  ___ As the need to vary, customize and recalibrate rewards packages increases, human resources (HR) leaders across different industries face a uniform challenge – getting out of their compensation and benefits comfort zones to unthink and unlearn traditional ways of working. New working models, salary transparency, advanced technologies and rapidly changing employee expectations make it imperative to embrace a “total rewards optimization” strategy. This approach, which centers on letting employees choose (and to some degree customize) their rewards package, should align with the organizational culture, strategic business objectives, budgeting constraints and global employee preferences. While this concept is not new, rewards optimization is newly urgent. HR groups have a pressing need to redesign rewards packages to satisfy an increasingly diverse (in the broadest sense) and continually changing collection of employee needs – and to do so as effectively and cost-efficiently as possible. Remote work, artificial intelligence (AI) and other disruptions For decades, rewards leaders have designed compensation and benefits packages by selecting a blend of compensation offerings (e.g., base salary, short-term bonuses, annual incentives, equity awards and other long-term incentives) and three categories of benefits: Core (medical, dental, vision and retirement) Productivity (well-being and commuting assistance) Lifestyle (family-forming, such as fertility, adoption and surrogacy assistance), education assistance, gym memberships and the like. While these benefits categories remain relevant, the design and delivery of rewards packages has grown far more complex due to the following factors: Remote and hybrid work: From a lifestyle benefits perspective, remote employees have different preferences and needs than in-person employees. Hybrid employees also have unique needs: membership to a gym close to their home may be valuable, but so may a flexible parking stipend. Remote working models, geographic expansion and business consolidations also necessitate an increasingly global rewards perspective. In India, for example, it is customary for employees to include their parents on their medical plans. Dutch workers, meanwhile, expect em

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How do you know when it’s time for a new CEO? My colleagues Bob Stark and Claudius Alexander Hildebrand discuss the new leadership framework laid out in their upcoming book, The Life Cycle of a CEO: The Myths and Truths of How Leaders Succeed with Fortune. Read more: https://lnkd.in/gCWhyt4a

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Rethinking Strategic Planning in Complex Times Currently, there is a growing reconsideration of the efficacy of traditional strategic planning methods, with a frequently cited failure rate of 70% for large-scale transformations. Common explanations for these failures often focus on employee resistance and lack of effective leadership engagement at lower organizational levels. However, we believe a crucial issue lies in the failure of these traditional methods to account for the complexity of organizations and the ecosystems in which they operate. These traditional processes typically do not explore the relationships, norms, skills, emotional dispositions and attitudes, and patterns of behavior at play in the present, as well as how it is that systems (read organizations and their ecosystems) actually change. In today’s world of unprecedented disruption, rapid technological advancements, and global unpredictability, the need for agility and resilience has never been greater. How do we foster resilience in such an environment? How can leaders better understand and give voice to the diverse and multi-layered perspectives of employees and other stakeholders? At Fénix Leadership & Development, alongside professionals and leaders from the fields of organizational change, strategy, agile, and design, we use methodologies developed by The Cynefin Company. Our process engages a diverse team from within the organization to map relationships, norms, and other influential factors in a pragmatic approach. This inclusive process identifies the constraints and opportunities within your sphere of influence, enabling the design of a portfolio of micro-interventions with a higher probability of success. Through this iterative and adaptive approach, we help organizations advance meaningfully toward their desired change. To learn more, visit: https://lnkd.in/dJ2Ee7JC

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𝗟𝗶𝗳𝗲 𝘁𝗵𝗿𝗲𝘄 𝗺𝗲 𝗮 𝗰𝘂𝗿𝘃𝗲𝗯𝗮𝗹𝗹. That tested not just my commitment to the 75 Day Hard challenge, but also my skills as a leader and a daughter. Earlier this year, my mom suffered heart failure. As her primary caregiver, I've learned to expect the unexpected. So when I had to travel to NYC this week to be by her side, my carefully crafted 75 Hard routine was thrown into disarray. Suddenly, I found myself juggling: • My mother's immediate needs • My 75 Hard commitments • My professional responsibilities • My own self-care| In the whirlwind of caregiving, I almost forgot to complete my 75 Hard tasks on a couple of days. | It was a stark reminder that as leaders - especially as women leaders - we're constantly faced with competing priorities that demand our attention and energy. This experience reinforced some crucial leadership lessons:| 1. 𝗗𝗶𝘀𝘁𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝘀 𝗰𝗼𝗺𝗲 𝗶𝗻 𝗮𝗹𝗹 𝘀𝗵𝗮𝗽𝗲𝘀 𝗮𝗻𝗱 𝘀𝗶𝘇𝗲𝘀: Sometimes, they're minor annoyances. Other times, they're life-altering events. As leaders, we need to be prepared for both. 2. 𝗡𝗼𝘁 𝗮𝗹𝗹 𝗱𝗶𝘀𝘁𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝘀 𝗮𝗿𝗲 𝗰𝗿𝗲𝗮𝘁𝗲𝗱 𝗲𝗾𝘂𝗮𝗹: My mother's well-being was more important than maintaining a perfect 75 Hard streak. Recognizing what truly matters is crucial. 3. 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀 𝗻𝗼𝗻-𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝗯𝗹𝗲: Rigid adherence to plans often breaks under pressure. The ability to adapt quickly is a key leadership skill. 4. 𝗦𝗲𝗹𝗳-𝗰𝗮𝗿𝗲 𝗶𝘀𝗻'𝘁 𝘀𝗲𝗹𝗳𝗶𝘀𝗵: Taking care of myself through 75 Hard enables me to better care for others, including my mom and my team. 5. 𝗕𝗮𝗹𝗮𝗻𝗰𝗲 𝗶𝘀 𝗮 𝘃𝗲𝗿𝗯, 𝗻𝗼𝘁 𝗮 𝗻𝗼𝘂𝗻: It's not about achieving perfect equilibrium, but about constantly adjusting and readjusting our focus and energy. As women leaders, we often bear the double (or triple) burden of professional responsibilities, familial duties, and personal goals. We're forced to make tough choices daily about where to direct our limited time and energy. But here's the thing: These challenges, while difficult, are also our strength. They force us to prioritize, to be efficient, to delegate, and to lead with empathy. They make us more rounded, more understanding, and ultimately, more effective leaders. To my fellow leaders navigating the complex web of personal and professional responsibilities: Your ability to handle these competing demands is a superpower. Don't underestimate the leadership skills you're honing as you balance it all. How has balancing personal and professional responsibilities made you a better leader? #75HardChallenge #WomenInLeadership #WorkLifeBalance #Caregiving #PersonalDevelopment #LeadershipLessons

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Friday's Finale; flotsam I found interesting this week in leadership, business, and life. A brief one for this week... Aneesh Raman comments on an article for Natalee Ovbiagele,'s HR Brew ™️ about the growth of the CHRO, now the 3rd fastest growing C-suite position on LinkedIn, largely due to the breakneck speed of technological advances. “The benefits…of all this new technology that people are talking about with AI won’t come until companies have change management on the people side.” A good read https://lnkd.in/gHQP4CVb David Kushan's summation "Know the game you have signed up for" was a good overview of Joe Mullings riff on strength through failure. "There is only the illusion of safety... and certainty to strength." "...strength requires time, constant loading, micro-failures" Typically insightful Joe: https://lnkd.in/ggnxWqWe Praveen Puri had solid insights https://lnkd.in/guiXd5cb on the Longshoreman's strike, as a central tenet was their disdain for automation. "If automation can do your job better, than you're not in a value-added position." Pretty much says it all. (See Ken Kuang's comments at https://lnkd.in/gxuJ5Mh9 if you want to see where the work is headed.) My post you might consider reading focuses on "Stay at your level." Don't wallow with those who want to wallow... https://lnkd.in/gvU3TqW2 Finally, Robert Pearl, M.D. does a typically superb job in an interview with https://lnkd.in/g-ZeztTu David Feinberg, MD discussing the Future of Healthcare (humongous topic). The discussion around anticipatory medicine, appropriate interaction with technology and physician documentation efforts is something we should all be aware of https://lnkd.in/g-ZeztTu Have a great weekend!

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Murmur (and I) have been greatly inspired by John Winsor's work with Open Assembly. “Incumbent companies built on traditional talent practices are experiencing an existential crisis that is likely to get worse”. Organizations must begin to replace traditional and static talent models with an open and dynamic approach. In his new book, Open Talent, John makes the case for why and then shows you how. Be sure to pick up a copy today! Great read. #opentalent #findyourflock #contingentworkforce

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Many companies today have tunnel vision, making decisions based on control and short-term thinking: forced RTO, short-term layoff decisions, shoving AI into spaces it doesn't need to be, etc. What they are NOT doing is taking into consideration who does the work - the employees. My prediction: A reckoning is coming. It may take a year or two, but these leadership decisions are causing a degradation of organizational culture that will lead to a lack of trust in leadership, lower productivity, higher employee attrition, and eventually, a loss of profits. Read the research on why in the full blog post here: https://lnkd.in/gW78V8WJ #employeeengagement #employeeexperience #organizationalculture #organizationaldevelopment #empatheticleadership #leadership #management #changingwork #peopleoverprofit #employee #leader #productivity #turnover

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As you work on your Long-Range Plan (LRP) initiatives, for successful strategic planning, systematically examine past wins and losses to uncover underlying patterns that help or hinder your team. A slide worth including in your executive presentation. #StrategicPlanning #Leadership #Strategy #ProfitableGrowth

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What is the ultimate cost of "growth?" If you've been paying attention to news stories centered around the worker, it's clear that the human toll of unchecked growth and ambition is impacting our organization and our society in big ways. The cost of "out-" (out-working, out-competing, out-earning, out-spending) is the business equivalent of "keeping up with the Joneses" and it's not sustainable long-term. It's especially unstainable as new generations with shifting priorities enter the workforce. Their lower tolerance for the "grind" is opening our eyes to what it means to be a human working in an antiquated corporate system. We're already seeing the positive impact of companies that take a human-centric approach. They are the real winners. In our September blog post, Stela Lupushor and I discuss the dark side of out-performing and share some tips to shift the concept of success away from the "work yourself to death" mentality towards a kinder approach that serves everyone well. Here's to organizations that are "in-" (inclusion, innovation, inspiration, initiative, involvement, insightfulness, intentionality) versus "out-." It truly is the #FutureOfWork. #HumanizingHumanCapital #HumanResources

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Setting the tone and managing the temperature is good advice for #CEOs. All boards and their chief executives face challenges. How the CEO navigates conflict has an outsized impact on them, their executive team, and the board. It may seem counterintuitive to the new CEO to take the lead with their "boss," but board members are taking their cues from you. They did hire you to lead! 1. Demonstrating #transparency, openness to challenge, and different perspectives will make your board more comfortable asking challenging questions. No CEO benefits from a board of "yes" folks or groupthink. 2. Share #problems early if they have the potential to become critical. You may prefer to be optimistic and engage in magical thinking, but if things go south, the board will not be happy dealing with a surprise emergency. 3. Understand your #stakeholders and treat them as individuals when dealing with the early rumblings of disagreement. Collecting individual perspectives will make it easier to keep issues in the right proportion. These three actions resonate the most with me, having been on both sides of the board/CEO relationship. Which ones speak to you?#boardgovernance #toneatthetop #leadershiplessons #boardmanagement #CEOretention #stakeholdermanagment #difficultconversations #executivecoaching

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In today’s episode of Culture Leaders Daily, I dive into a controversial trend that's shaking up the hiring world: applicants using AI to outsmart talent search platforms by embedding invisible keywords. Employers are calling it deceitful, but let’s take a step back—if companies are using AI to drive productivity and results, why can't candidates do the same? Is this really cheating, or is it just savvy job-seeking in the digital age? Shouldn’t we want the candidates who are smart enough to leverage the tools at their disposal, just like companies do every day? Catch my conversation with John Frehse, Global Head of Labor Strategy at Ankura, as we dissect the ethics and effectiveness of AI in hiring. We even touch on AI-generated interview responses—yes, it’s happening! Is this the future of job applications or just a passing trend? Tune in to get the full scoop and let me know your thoughts: Is using AI in your job hunt resourceful or crossing the line? Listen on Apple Podcasts: https://lnkd.in/dzuR9F63 Listen on Spotify: https://lnkd.in/dAChnYXp #CultureLeadersDaily #AIinHiring #WorkplaceCulture #Leadership

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Thrilled that #FixingLeadership has started to make its way to leaders inboxes and mailboxes everywhere! My newest book addresses the systemic gaps facing leaders and organizations today: 📌 Why conventional leadership development methods fail 📌 Why we're not investing in the next generation 📌 What skills we need to, but aren't teaching 📌 What we need to be teaching, and 📌 How to teach skills so we remember and can apply them #Leaders - this book is for you. Remember: 1. If you don't invest in your leadership, you're not learning how to solve your own or your organizations' challenges - you become stuck where you are 2. If you're not investing in others' growth and building other leaders, the weight of change and organizational improvement all falls to you - you remain the bottleneck, stuck where you are 3. If there is no succession; no pay-it-forward - then there is no legacy. The walls fall down behind you and the collective impact and economic worth of your enterprise implodes. The leadership vacuum we are seeing - IS NOT SOMEONE ELSE'S PROBLEM. Arm yourself today with the tools you'll need tomorrow to be and do better. https://lnkd.in/gGqXNghU

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To all who use this concept but not consistently in regard to the purpose behind it. "A fool with a tool is still a fool", Grady Booch stated so well. Invitation to create real impact by using concepts and tools and to develop an environment that makes organizations resilient and enables to solve common organizational problems, which is a prerequisite for real #cooperation and #cocreation.

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How do you know when it’s time for a new CEO? My colleagues Bob Stark and Claudius Alexander Hildebrand discuss the new leadership framework laid out in their upcoming book, The Life Cycle of a CEO: The Myths and Truths of How Leaders Succeed with Fortune. Read more: https://lnkd.in/e9wR3fsz

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