For managers and leaders to be successful in today's environment, it's critical that they make the shift from command and control or carrots and sticks management to a new practice. The old paradigm focused on and valued stability, control, competition, and uniformity where the leader was considered the hero and expert.
In today's environment where the pace of change is so frenetic and the scope so great, even the change management conversation has shifted. Just managing change isn't good enough as we've seen by so many failed change attempts. Leaders as change agents are starting to see critical the human factor is in the equation. Many leaders knew that the human factor was important, however to survive in today's environment, these change agents are moving from knowing it to getting it.
To be successful in today's environment, leaders need to focus on and value agility (not just resilience), employee empowerment, collaboration, and diversity. The leaders much become more humble in their approach and practice the tenets of servant leadership by instilling purpose, exhibiting transparency and looking at a longer range vision that will be sustainable.
This paradigm shift will help move an organization past the accountability conversation to a conversation that promotes and fosters individual ownership.
Tuesday, June 8, 2010
Monday, June 7, 2010
Accountability versus Ownership
Leaders and managers are often asked to be accountable and hold their employees accountable. I think from command and control leadership through our reality today, the accountability conversation is a constant theme. As a professor and consultant, I'm regularly approached with questions about how to enhance the level of accountability in a team or organization.
As we talk about accountability, we often talk about role clarity, setting expectations, measuring feedback, performance evaluation, rewards, recognition as well as consequences. Pretty straight forward and typical of the Management 101 conversation.
Yet how often do we balance the accountability conversation with the idea of ownership? As managers we hold our employees and ourselves accountable. However, our employees choose to be an owner. As much as we might use a carrot and stick approach in our management or leadership style. That approach will only get us accountability, but what about a sense of ownership. As I look at organizations in the for-profit, nonprofit and public sectors, I often see managers who strive to have a team that has ownership, but only succeed in getting a team that is accountable (if that). So what does ownership look like? An employee who demonstrates a sense of ownership will often experience a sense of challenge, connection, collaboration, autonomy, choice, opportunity, meaning, fun and passion for the work.
In my work as a career coach, I see these ownership characteristics played out as an extension of one's values. For the values-driven professional, these are non-negotiables. In a sense, the manager who connects to the extrinsic conversation will only get an employee who exhibits a surface level commitment to the organization. It is the manager who connects to an employee's intrinsic needs and values will begin to have a team of employees who demonstrate ownership and operate at a sustainable 100%.
As we talk about accountability, we often talk about role clarity, setting expectations, measuring feedback, performance evaluation, rewards, recognition as well as consequences. Pretty straight forward and typical of the Management 101 conversation.
Yet how often do we balance the accountability conversation with the idea of ownership? As managers we hold our employees and ourselves accountable. However, our employees choose to be an owner. As much as we might use a carrot and stick approach in our management or leadership style. That approach will only get us accountability, but what about a sense of ownership. As I look at organizations in the for-profit, nonprofit and public sectors, I often see managers who strive to have a team that has ownership, but only succeed in getting a team that is accountable (if that). So what does ownership look like? An employee who demonstrates a sense of ownership will often experience a sense of challenge, connection, collaboration, autonomy, choice, opportunity, meaning, fun and passion for the work.
In my work as a career coach, I see these ownership characteristics played out as an extension of one's values. For the values-driven professional, these are non-negotiables. In a sense, the manager who connects to the extrinsic conversation will only get an employee who exhibits a surface level commitment to the organization. It is the manager who connects to an employee's intrinsic needs and values will begin to have a team of employees who demonstrate ownership and operate at a sustainable 100%.
Saturday, June 5, 2010
Possible Avenues for the Values-Driven Pro
There are a number of avenues to explore when thinking about a values-driven career path. Job seekers who want to pursue this path might consider:
- Joining a for-profit enterprise that is known for its corporate social responsibility initiatives and has created an organizational culture that supports the values-driven professional.
- Pursuing a career in corporate social responsibility and/or sustainability to help organizations “walk the talk” as they become “good neighbors” in their communities, for their employees, and for their customers.
- Reframing your current career to incorporate more activities that speak to your values which might include mentoring, training others, or providing additional support to your “clients” for an enriched customer experience.
- Consulting or teaching organizational best practices to emerging leaders, social-ventures, existing non-profits and government agencies as well as corporations that are committed to addressing the growing challenges in our society.
- Becoming a social-entrepreneur by starting or joining a social-venture that has crafted a mission beyond merely making a profit.
- Applying skills and talents developed in the for-profit sector to government and non-profit roles as both sectors continue to grow and evolve and require more advanced skills and abilities.
- Embarking on a significant career change where there is growing demand for qualified professionals to make a difference (i.e., healthcare, education, social services, alternative energy, environmental, etc.).
- Exploring opportunities within the government as demand for talented professionals will continue to increase in response to the change in administration, the retirement of many current government employees, and the redirection of many of the administrations initiatives.
- Enrolling in further education in management at any number of programs for Socially-Responsible MBAs, Public Administration, Non-Profit Management, Education, or Public Health to name a few.
- Joining a for-profit enterprise that is known for its corporate social responsibility initiatives and has created an organizational culture that supports the values-driven professional.
- Pursuing a career in corporate social responsibility and/or sustainability to help organizations “walk the talk” as they become “good neighbors” in their communities, for their employees, and for their customers.
- Reframing your current career to incorporate more activities that speak to your values which might include mentoring, training others, or providing additional support to your “clients” for an enriched customer experience.
- Consulting or teaching organizational best practices to emerging leaders, social-ventures, existing non-profits and government agencies as well as corporations that are committed to addressing the growing challenges in our society.
- Becoming a social-entrepreneur by starting or joining a social-venture that has crafted a mission beyond merely making a profit.
- Applying skills and talents developed in the for-profit sector to government and non-profit roles as both sectors continue to grow and evolve and require more advanced skills and abilities.
- Embarking on a significant career change where there is growing demand for qualified professionals to make a difference (i.e., healthcare, education, social services, alternative energy, environmental, etc.).
- Exploring opportunities within the government as demand for talented professionals will continue to increase in response to the change in administration, the retirement of many current government employees, and the redirection of many of the administrations initiatives.
- Enrolling in further education in management at any number of programs for Socially-Responsible MBAs, Public Administration, Non-Profit Management, Education, or Public Health to name a few.
Trends Creating Opportunities for Values-Driven Professionals
Through my research, I've identified a number of trends that continue to emerge that support career opportunities for values-driven professionals.
The current administration supports, and is providing funding to, a number of socially-conscious initiatives around such issues as economic development, job growth, healthcare efficiency and accessibility, alternative energy and climate change, and education quality.
The sustainability and social entrepreneurship movements continue to strengthen and grow within the for-profit sector as another channel to address social challenges.
Cross-sector alliances are growing, namely among for-profit and non-profit organizations, to address the growing social challenges facing our nation.
Non-profits need more organizationally savvy “experts” who can help address the demands for increased accountability, enhanced management, and the increased number of cross-sector alliances and partnerships.
Non-profits continue to explore new channels of revenue that supplement traditional fundraising initiatives and funding streams from government and foundation relationships.
Consumers and top talent are demanding that organizations “walk the talk” with regard to their corporate social responsibility initiatives as more than public affairs campaigns.
While retirement plans may have changed for many as a result of the latest economic conditions, there will be still be more opportunities to grow and advance within values-based careers as more leaders and professionals retire from their current roles.
The current administration supports, and is providing funding to, a number of socially-conscious initiatives around such issues as economic development, job growth, healthcare efficiency and accessibility, alternative energy and climate change, and education quality.
The sustainability and social entrepreneurship movements continue to strengthen and grow within the for-profit sector as another channel to address social challenges.
Cross-sector alliances are growing, namely among for-profit and non-profit organizations, to address the growing social challenges facing our nation.
Non-profits need more organizationally savvy “experts” who can help address the demands for increased accountability, enhanced management, and the increased number of cross-sector alliances and partnerships.
Non-profits continue to explore new channels of revenue that supplement traditional fundraising initiatives and funding streams from government and foundation relationships.
Consumers and top talent are demanding that organizations “walk the talk” with regard to their corporate social responsibility initiatives as more than public affairs campaigns.
While retirement plans may have changed for many as a result of the latest economic conditions, there will be still be more opportunities to grow and advance within values-based careers as more leaders and professionals retire from their current roles.
Key Competencies for Corporate Social Responsibility (CSR) Roles
As we examine career possibilities for the values-based professional, the field of corporate social responsibility is beginning to take shape as an emerging career option to consider. Corporate social responsibility (CSR) integrates into business strategies the issues of the workplace, community, and market place into one.
In recent studies, the following competencies were identified as desirable for professionals pursuing CSR roles:
Understanding Societal Needs:
Examining the challenges facing our society combined with the realistic knowledge of the impact of organizations on their communities. Based on this information, creating solutions that organizations can take to address societal issues and needs.
Building Organizational Capacity:
Strengthening the abilities of the organizations in terms of effectiveness, efficiency, and leadership capability and growth.
Challenging the Status Quo:
Adapting to the realities of a changing environment and creating organizational capabilities for flexibility, resilience and sustainability.
Stakeholder Relations:
Identifying and considering the needs of all organizational stakeholders. Building collaboration among stakeholders and making decisions that take into consideration of the potential impact on stakeholders.
Strategic View:
Considering the long-term implications of decisions on all stakeholders that encompass the organization, community, and society at large. Enhance strategic thinking capabilities among employees to support strengthened decision making.
Harnessing Diversity:
Appreciating the differences among a cross-cultural workforce. Leveraging this diversity to make more informed decisions that are sensitive to the cultural nuances that help create buy-in and support for initiatives that support the greater good.
In recent studies, the following competencies were identified as desirable for professionals pursuing CSR roles:
Understanding Societal Needs:
Examining the challenges facing our society combined with the realistic knowledge of the impact of organizations on their communities. Based on this information, creating solutions that organizations can take to address societal issues and needs.
Building Organizational Capacity:
Strengthening the abilities of the organizations in terms of effectiveness, efficiency, and leadership capability and growth.
Challenging the Status Quo:
Adapting to the realities of a changing environment and creating organizational capabilities for flexibility, resilience and sustainability.
Stakeholder Relations:
Identifying and considering the needs of all organizational stakeholders. Building collaboration among stakeholders and making decisions that take into consideration of the potential impact on stakeholders.
Strategic View:
Considering the long-term implications of decisions on all stakeholders that encompass the organization, community, and society at large. Enhance strategic thinking capabilities among employees to support strengthened decision making.
Harnessing Diversity:
Appreciating the differences among a cross-cultural workforce. Leveraging this diversity to make more informed decisions that are sensitive to the cultural nuances that help create buy-in and support for initiatives that support the greater good.
Making the Transition: Join a Board
Another way that you might consider volunteering is to join a board. Board membership is a very different type of volunteering that often requires a greater level of commitment and decision making. However, all non-profits are required to have boards in order to keep their non-profit status with the government. Given the number of non-profits there are always organizations looking for good board members.
Board membership often provides you with the opportunity to more directly provide your level of expertise whether it is in finance, fundraising, marketing, human resources, technology, or general leadership. An important differentiator for board membership is the fact that as a member you are held to a higher standard as well as a certain level of accountability and liability for the non-profit to carry out its mission.
- The advantages of board membership are numerous including:
- The level of exposure that you have to other members of the community committed to the cause
- The amount of input that you can provide into the decisions impact the future of the organization
- Knowledge of the inner workings of a non-profit to better understand how you can make a contribution
- Direct impact on the organization based on your level of knowledge, commitment and level of contribution
- Demonstrated leadership around the cause that is so important to you which will further help to tell your story to future employers
Board membership often provides you with the opportunity to more directly provide your level of expertise whether it is in finance, fundraising, marketing, human resources, technology, or general leadership. An important differentiator for board membership is the fact that as a member you are held to a higher standard as well as a certain level of accountability and liability for the non-profit to carry out its mission.
- The advantages of board membership are numerous including:
- The level of exposure that you have to other members of the community committed to the cause
- The amount of input that you can provide into the decisions impact the future of the organization
- Knowledge of the inner workings of a non-profit to better understand how you can make a contribution
- Direct impact on the organization based on your level of knowledge, commitment and level of contribution
- Demonstrated leadership around the cause that is so important to you which will further help to tell your story to future employers
Making the Transition: Begin to Volunteer
Volunteering can support your transition in many ways and there are a number of ways that you can volunteer. A great way to find volunteer opportunities are through the websites of the non-profits that interest you, networking with other volunteers or staff of non-profits, or through websites like www.idealist.org.
As you think about volunteering, consider in what capacity you’d like to volunteer, the amount of time you would like to volunteer, and if you want to be out front or behind the scenes. Non-profits are always looking for volunteers who are committed and willing to provide their time on a regular basis. Often the folks on the front lines offering direct service can use assistance from volunteers as well as the behind the scenes departments such as marketing, fundraising, and events coordination.
Volunteering can help tell your story both on your resume and in the interview. These experiences demonstrate your commitment to the cause and help to illustrate the ways that you want to make a contribution. Volunteering also provides you with numerous opportunities to connect with other volunteers and staff members from the non-profits themselves.
As you think about volunteering, consider in what capacity you’d like to volunteer, the amount of time you would like to volunteer, and if you want to be out front or behind the scenes. Non-profits are always looking for volunteers who are committed and willing to provide their time on a regular basis. Often the folks on the front lines offering direct service can use assistance from volunteers as well as the behind the scenes departments such as marketing, fundraising, and events coordination.
Volunteering can help tell your story both on your resume and in the interview. These experiences demonstrate your commitment to the cause and help to illustrate the ways that you want to make a contribution. Volunteering also provides you with numerous opportunities to connect with other volunteers and staff members from the non-profits themselves.
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