Any downsizing, restructuring or “rightsizing” produces difficult challenges for managers and leaders who struggle to keep up morale and get the organization back on track. But many business leaders are just realizing that without some long-range planning, the negative effects of head-count reductions can echo through an organization for years: It’s time to find the next generation of leaders but in organizations that “flattened out” in the 1990s, the list of candidates is slim.
These sites offer insights and suggestions for managing after a downsizing, as well as developing leaders.
No hype, no buzzwords
www.margotcairnes.com/articles/015.htm
“The real issues are that organizations around the world are downsizing,” says the author of this article who uses her experience with a European manufacturing organization to illustrate a new approach to leading change within large organizations. “No hype, no motivational buzzwords, visions or mottos — just the plain day-to-day reality of leading a multi-billion dollar business in a world that is changing so fast you don’t even know where the signposts are anymore.” The article theorizes that the most effective way to plan for change is to develop leaders to be highly personalized and aware of their own emotional responses to be able to act appropriately in unpredictable situations. The principles outlined here can be applied to organizations of all sizes.
Leading in a changing workforce
www.ddiworld.com/pdf/ddi_peopleleaderimperatives_wp.pdf
This whitepaper looks at what it takes to be an effective people leader in today’s changing workforce. The author notes that, “while the landscape of business undergoes seismic shocks, many leaders continue to navigate with outdated skills and tools — a sure path to mediocrity at best, and failure at worst.” The paper identifies seven essential capabilities leaders must achieve to be effective. It gives detailed explanations and suggestions for each imperative: coach and develop, drive performance, inspire, manage, partner with and across teams, influence, and select talent. Well worth checking out.
Executive coaching:The hottest game in town
www.noerconsulting.com/when.html
“With the de-layering of organizations and expanded spans of control, the coaching and mentoring role previously performed by managers is increasingly being farmed out. It is the hottest consulting game in town and, unfortunately, many organizations are not getting the maximum bang for the buck, and in some cases ‘coaches’ cause more harm than good.” This article from Noer Consulting looks at some of the common pitfalls HR consultants run into with regard to executive coaching. It covers the three reasons coaching relationships run into trouble and offers different perspectives on each.
Coping with change at the City of Winnipeg
www.work911.com/articles/downsizing.htm
Work911.com offers an article with suggestions and insights into managing in a downsized environment. The article was geared to assist the City of Winnipeg and the Manitoba government in addressing change management, but there is value here for any manager faced with this dilemma. According to the author, there are three phases that managers and employees must get through: the first few weeks, normalizing, and finally, futuring, which is a group process involving leaders in a phase of strategic planning, re-examination of priorities, operational planning and review of role and mission.
Shannon Simson is Canadian HR Reporter’s resource editor. Her Web Sight column appears regularly in the CloseUp section. To share an interesting HR Web site, contact [email protected].
These sites offer insights and suggestions for managing after a downsizing, as well as developing leaders.
No hype, no buzzwords
www.margotcairnes.com/articles/015.htm
“The real issues are that organizations around the world are downsizing,” says the author of this article who uses her experience with a European manufacturing organization to illustrate a new approach to leading change within large organizations. “No hype, no motivational buzzwords, visions or mottos — just the plain day-to-day reality of leading a multi-billion dollar business in a world that is changing so fast you don’t even know where the signposts are anymore.” The article theorizes that the most effective way to plan for change is to develop leaders to be highly personalized and aware of their own emotional responses to be able to act appropriately in unpredictable situations. The principles outlined here can be applied to organizations of all sizes.
Leading in a changing workforce
www.ddiworld.com/pdf/ddi_peopleleaderimperatives_wp.pdf
This whitepaper looks at what it takes to be an effective people leader in today’s changing workforce. The author notes that, “while the landscape of business undergoes seismic shocks, many leaders continue to navigate with outdated skills and tools — a sure path to mediocrity at best, and failure at worst.” The paper identifies seven essential capabilities leaders must achieve to be effective. It gives detailed explanations and suggestions for each imperative: coach and develop, drive performance, inspire, manage, partner with and across teams, influence, and select talent. Well worth checking out.
Executive coaching:The hottest game in town
www.noerconsulting.com/when.html
“With the de-layering of organizations and expanded spans of control, the coaching and mentoring role previously performed by managers is increasingly being farmed out. It is the hottest consulting game in town and, unfortunately, many organizations are not getting the maximum bang for the buck, and in some cases ‘coaches’ cause more harm than good.” This article from Noer Consulting looks at some of the common pitfalls HR consultants run into with regard to executive coaching. It covers the three reasons coaching relationships run into trouble and offers different perspectives on each.
Coping with change at the City of Winnipeg
www.work911.com/articles/downsizing.htm
Work911.com offers an article with suggestions and insights into managing in a downsized environment. The article was geared to assist the City of Winnipeg and the Manitoba government in addressing change management, but there is value here for any manager faced with this dilemma. According to the author, there are three phases that managers and employees must get through: the first few weeks, normalizing, and finally, futuring, which is a group process involving leaders in a phase of strategic planning, re-examination of priorities, operational planning and review of role and mission.
Shannon Simson is Canadian HR Reporter’s resource editor. Her Web Sight column appears regularly in the CloseUp section. To share an interesting HR Web site, contact [email protected].
