Keystone behaviors exist which are called so because of the centrality to achieving business results. They are repeatable, tangible, measurable, observable, and have a contribution in achieving the corporate strategy of the organization. They are only a few in number, as employees will not be able to incorporate more than those for their daily routines. In order to solve business problems, a four-stage process has been outlined following a study by the Katzenbach Center. First of all, the company must be clear about what it is trying to achieve. Secondly, the behaviors need to be outlined which the management feels are critical to ensure the goals are achieved. These keystone behaviors must be prioritized. Some of these behaviors will be harder to accomplish than others, while some will have a greater impact on the overall work. This implementation criteria would include an actionable plan with a degree of visibility. It must be measurable, clear timelines must be allotted to task accomplishment and must be easy to implement. Whatever choices are thus made, need to be verified through both formal as well as informal channels. It could be a conventional vote, or one could simply ask some of the authentic leaders of the firm to validate.

Source:https://www.strategy-business.com/blog/Getting-to-the-Critical-Few-Behaviors-That-Can-Drive-Cultural-Change?gko=463e5

Uploaded Date:06 February 2018

Stanford professor Kathryn Shaw has written a paper in the past on the importance of bosses. With a lot of management literature on this topic being based around anecdotal evidence, she decided to try out data-driven analysis to gauge this. Her analysis clearly revealed that a track record of bosses mattered in how they can impact the others. Three key ways have been found to help in talent management practices, as followed by the better bosses. First of all, the good ones bring in the employee in the overall vision of the company and where they fit in, so that they understand the purpose of their work. They devote specific time of theirs and arrange corporate training sessions so that employees may get coaching and guidance with a view to improving productivity. Crucially, they even help their team members achieve personal milestones. Google, once tried a system where bosses were fewer, with management levels being cut. It was realized that under this melee, it was the top management that had to fill in doing, a lot of routine chores. So, the best solution is to have impactful bosses who can motivate others around them on career goals.

Source:https://www.gsb.stanford.edu/insights/data-driven-guide-becoming-effective-boss?utm_source=TWITTER&utm_medium=Social&utm_campaign=Insights&Date=20180125&linkId=47361828

Uploaded Date:06 February 2018

While there exist a number of treatises on how micro-management must be avoided, organizations and team leaders continue to profess the same. A recent political example may now be cited to hammer home the point. Chile was struck by one of the worst ever earthquakes in recorded history in the year 2010. Around that time, the country had a new President, Sebastian Pinera. He was in charge of restructuring the entire nation and its economy. But instead of the hands-on approach that was expected by many, he empowered his ministers to carry out their jobs. The country recovered quite well, and also handled another crisis of a mine blast a few months later admirably well. These things could take place because the president put in trust above micro-management. Pinera proved to be very good at talent management, as his methods brought out the best among them all. Even his methods of recruitment were unusual, as he got people not necessarily best suited to the job, but those with an experience of handling crises situations. Pinera became the president for the second time in 2017.

Source:https://www.strategy-business.com/article/The-Best-Management-Is-Less-Management?gko=e1d9e

Uploaded Date:06 February 2018

Renowned French MBA institute INSEAD conducted a survey to gauge the types of organizational hierarchies that lend best to talent management practices. This study was conducted across six major, but unrelated industries. Majority of the respondents were from Europe followed by North America, South Asia and the Middle East. It was found out that most respondents preferred a Christmas tree formation rather than a pyramid. This apparently fosters better communication within the team leading to improved collaboration. Also in demand is a structure, where there will be fewer layers between the CEO and the junior-most levels. Another idea in vogue is reducing the number of spans leading to increased number of subordinates per boss. This leads to lesser time spent micromanaging. Larger spans also facilitate having fewer layers, thus reducing the distance from the top.

Source:https://knowledge.insead.edu/blog/insead-blog/the-shape-of-hierarchy-and-why-it-matters-7351

Uploaded Date:19 January 2018