8 Reasons To Join A Business Advisory Board Now

As a business leader you might think you have everything figured out already, or that your self-motivated enough, but that simply isn’t true. No matter what stage your business is at, a business advisory board can make you progress faster than you would on your own. Here are 8 benefits in hiring a business advisory board.

1. You’ll step outside your comfort zone.

It’s easy for business owners to become enmeshed in their own world, your business advisory board will help push you outside your comfort zone, offering you new opportunities to meet new people or give you the encouragement to try new things.

2. You’ll be held accountable.

When you operate a growing organization, everything begins to get more complex. As you get busier you push things off– even when you know they are important. This is where your advisory board comes in, they know the vital things you need to accomplish to achieve your goals and your board will hold you accountable.

3. You’ll hear unbiased opinions.

Your advisory board will become immersed in you and your business and will have no biased opinion on your industry or company. This provides a great forum for unbiased advice – leading many business owners to “aha!” moments as they uncover solutions that the people close to the business may overlook.

4. You’ll finally have someone who isn’t afraid of correcting you.

A business advisory board consists of several other businesses bringing years of knowledge and experience to the table. They have proven methods to success and help take your business to the next level. Discussions at these meetings are not held back, these professional businessmen and women are not afraid to confront you and push you to look at things from a different perspective.

5. You’ll learn how to make your ideas a reality.

Many organizations have brilliant ideas but fail in execution, sometimes it’s hard to know where to start and what to tackle first. Your business advisory board will evaluate your plans, assess if they are realistic or will be successful and map out a way that you can implement them correctly.

6. You’ll gain confidantes.

When you run your own company, it can be hard to talk to people about your real concerns. For different reasons partners, employees, peers and friends often don’t understand. Not to mention the conflicting opinions and ideas in your head and around you. A business advisory board can provide that confidential space to focus, be a problem-solver to the priorities and challenges you face.

7. Your networking opportunities will increase dramatically.

Aside from the other great points listed above, your networking opportunities will increase dramatically when your business advisory board is out being an advocate for you. We all know that when your involved with successful people, the more you will succeed. They know you, you will be top of mind in many cases when your advisory board is out meeting new people or introducing you to their existing network.

8. You’ll develop self-confidence.

The biggest personal “pro” is confidence. You can attribute this to experience. Your advisory board has years of experience from owning businesses. You’ll leverage from their failures and successes. Helping you achieve your goals but also making sure your prepared for any situation that arises.

Thanks to Richard Skarzynski / HR Management App
https://www.hrmanagementapp.com/8-reasons-join-business-advisory-board-now/?inf_contact_key=6c87440535fe272d73efd239f72b0c3707afb3daf30550398d5fa820617dbe4d

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Leaders Win By Putting People Before Numbers

Our greatest asset is our people. How often have you heard such a statement and then wondered why attrition at the company is off the Richter scale?

After all, it’s a glib, meaningless statement unless the action supporting it is real. In other words, while increasing the bottom line sustains business growth, it’s the people who’ll get you there. Strict rationality kills culture.

So, if leaders genuinely put people before bottom-line numbers, business will increase, attrition and sick days will drop, and people will be at their desks longer, keen to be a part of something great they are helping build.

Sound a bit cheesy? Not so. If boards, CEOs and other managers stewarded the finances of their companies as offhandedly as many manage people, shareholders and other stakeholders would be alarmed at the speedy decline of investments.

In fact, failure is inevitable if “numbers before people” is sanctioned from the top. Said another way, strict rationality kills relationships and, eventually, culture.

Everyone reading this may secretly say, we all know this, but it’s the world as we know it. People don’t have the same value as the voice of our shareholders and the bonus schemes we look forward to.

Maybe so, but an enlightened leadership team, beginning with the C-suite, should recognize that the top priority for the future is building and deploying talent effectively. This requires partnership with the HR department.

Rigorous attention to hiring – not just for talent, but for cultural fit – along with thorough onboarding practices. Add to that the use of a buddy system to get new hires installed quickly and effectively. Deploy talents into identified gaps in the business, and, on that subject, when was the last time you conducted a talent, skills and gap audit in the business? Just saying.

An organization can’t develop its people unless it sets them up for success. And diversity and inclusion are incredibly important to understanding how to build successful businesses. Yet nothing brings greater inefficiency, and therefore poor results, than failing to connect disconnected people.

We’re all marveling at the use of how Twitter is being used to run the USA: Imagine what Twitter and your attitude toward your people could do to or for your business. It takes just one dissatisfied executive, staff member or undervalued person with a significant following to wreak havoc.

Perhaps you’ve already got structures in place to support and manage your people and if you have – wonderful. But, do your people (at all levels) feel empowered and motivated? Do they feel they are valued? Do they understand their important role in organizational success? Do the goals of the organization align with the life goals of the people who work for you? Notably, do they trust you?

Leaders putting people before numbers should be the norm: Candidates eager to come work for you. A positive corporate culture reputation that precedes you, noting the way you value and treat people. Hopefully even tweets that praise you as an employer.

There is nothing more empowering to any business than to demonstrate trust and transparency and sincere value of the people entrusted to your stewardship. People are smart: Set out a vision in which they are included and point them in the right direction and they will foster collective success.

When people know they come before numbers and see their leadership demonstrating a real sense of responsibility to staff, they are fulfilled and engaged, and success follows. Such leaders realize that numbers are an outcome. And that what will get them there is their people. People are inspired by great leadership, an inclusive culture, meaningful values and integrity.

Create this kind of environment by starting with your greatest asset: Your people.

Thanks to Hugh Massie ...CEO & Founder, DNA Behavior International / HR Management App
https://www.hrmanagementapp.com/leaders-win-putting-people-numbers/?inf_contact_key=8f4e3681c3106d0ac20aae684931e3e0b2750512d2e728bc5b9bb0b5656f76f1

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How To Manage Millennials Effectively And Keep Them Engaged At Work

Times have changed.

Workplaces are fast becoming (for some) a vehicle for earning more money to pay for a lifestyle of smashed avocado and green smoothies, investment properties whilst living at home with mum and dad, holidays to Bali and Byron and buying the latest sports car.

We are less settled and flexible around our willingness to work hard for a lower salary.

The workplace is now being led by ‘Millennials’ who do not have the same approach regarding work as Baby Boomers, Gen X and Y managers and rather than fight it we need to find a way to work with it to maximize productivity and retention.

Who are millennials?

Millennials are employees who are born between 1980 and 2000.

Millennials are considered as unique in their work practices and idiosyncrasies compared to their Gen X, Y and Baby Boomer colleagues.

Research suggests that millennials:

• can prefer working in teams as they want to make friends at work and socialise, and,
• have a reputation for being lazy and unwilling to work, with an expectation of immediate success.

However the reality is that many millennials have a can-do attitude and will want feedback about their work on a regular basis.

In my experience as an HR advisor having worked in a range of industries with a diverse client group, millennials need recognition and are confident they can climb the ladder, often more than is the norm in a workplace run by Baby boomers and Gen Xers.

I recently worked with a client in the health care industry filled with passionate and enthusiastic millennials. The main issue the Director of the business faced was how to retain and continue to engage his team which was experiencing high turnover. The advice I provided was to value a positive team culture, reward and incentivize loyalty, and communicate openly and frequently around performance.

The Director of this business has realized that the best way to communicate with the team is via social media (in this case via an app called Basecamp) and so emails are not used to update the team about client and internal announcements. Rather, there are discussions around the ‘campfire’ where various teams are grouped together and if you want to communicate directly with someone in the team you can ‘ping’ them.  The use of social networking and social media seems to better engage this younger workforce.

Some interesting facts

According to Deep Patel at Entrepreneur magazine, (https://www.entrepreneur.com/amphtml/306860), three years ago, millennials overtook Gen Xers to become the largest generation in the workplace in the USA. In fact, millennials are now the largest generation in the country, and will remain so for the foreseeable future.

Another report by Tom McGillick reveals some alarming figures relating to the perceived attainability of the Australian dream. More than 25% of Millennials currently live ‘pay-cheque to pay-cheque’, with Millennials over 30 who have the least disposable income of all.

Of those millennials who do have some money to invest, less than 15% are currently putting that towards a deposit on a home and over 20% have already given up on the idea of home ownership. (http://www.bandt.com.au/marketing/australias-largest-survey-millennials-reveals-growing-elusiveness-australian-dream)

Research has found that, like Boomers, Millennials thrive on recognition and promotions and have a broader perspective about supervisor-subordinate relationships. Millennials, want to achieve close relationships and frequent feedback from their boss.

Their ideal boss – according to a 2013 Hays survey of 1000 Australians aged 18 to 30 – is mostly a mentor (50%), leader (40%), confidant (30%) and friend (23%). The four qualities they wanted in a boss were: support (43%), expertise (42%), motivation (39%) and fairness (38%).

My client I spoke about earlier discussed an issue of managing a Millennial employee who was raising issues regarding salary and overtime from an early stage in the relationship. There was a clause in the employment contract that indicated that there was a ‘’reasonable additional hours’’ requirement and that the salaries were paid well above the award to compensate for a buffer of these extra hours in order to perform the role. There was a level of resentment and frustration that this employee was asking too much too soon, because, from a Boomer and Gen X perspective it was inappropriate to raise such issues within the probation period as it was perceived to demonstrate disloyalty. I suggested that this millennial needed a positive reaction to clarifying the process of working additional hours, rather than reacting negatively and treating the employee as problematic. It could be an option to incentivize the employee to increase their opportunity, productivity and to gain a higher salary.

So what does this mean for the workplace, how they engage to bring out the best for business productivity?

It is important to acknowledge that each generation has unique features. Empirical studies support the stereotypes that Boomers are ambitious workaholics who may be critical of co-workers who do not work as hard. While Generation X are sceptics who like to work autonomously and dislike meetings. These were findings supported in an article published by Allianz  (https://www.allianz.com.au/life-insurance/news/millennials-in-the-workforce) .

Millennials love fun and stimulating work. So in order to retain and attract millennials as longer term hires you need to look to provide them with interesting, innovative and non-laborious work to keep them engaged and entertained.

Millennials expect to become involved in important projects soon after they’ve joined the company including matters usually offered to more senior employees.

Giving Millennials more responsibility regarding broader company issues, so they feel involved, can avoid them becoming bored, which, according to popular literature, is the main reason for leaving.

So how can you best work with a Millennial?

In my humble opinion, keep communicating, innovating and give opportunity for progression.

Thanks to Nick Hedges ... Resolve HR / HR Management App
https://www.hrmanagementapp.com/manage-millennials-effectively-keep-engaged-work/?inf_contact_key=e126d4c21563539cd5906fa509a3193c0f0b53a7d5832145ab4fd7f5f127b85d

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When Top Talents Holds Leadership Hostage

Every organization has talent stars. The ones who shine. The ones who consistently get wins for the business. The charismatic, in-crowd types.

We all know them. We may secretly envy them. Maybe even some of us are them.

But where do they fit in today’s more enlightened business environment?

To begin with, most leaders would never admit to favoring their rock stars – because that just isn’t politically correct. Yet, secretly, they do.

A healthy working environment for teams (in fact for any group of individuals) is for everyone to be treated equally. When a culture of inclusivity is fostered, individuals work more effectively. When no one person is bigger than the collective culture – and all are valued equally – success is an inevitable outcome.

When individuals and/or teams feel they have a right to certain privileges, resentment creeps in. When individuals have a talent that the business needs, they can easily hold colleagues and leadership to ransom to gain favors. Again, if leadership allows this sort on behavior, this leads to toxic environment.

One of the most effective keys to ensuring that privilege/entitlement doesn’t form roots in organizations is to have a healthy culture that begins at the top. An executive team that is focused on the business, and not on their own salary packages, sends healthy messages to people throughout the organization.

An executive that really works as a team, where they understand each other’s behaviors, where they have trust and respect for each other – that’s the fertile soil within which to build healthy working teams.

The quickest way to break down and undermine “teamness” is to constantly turn the spotlight on one or two individuals. When hiring key talent, it is important to understand how they will respond to teamwork. Those that present with a persona of entitlement will be difficult to manage and are less likely to blend with an existing team.

This is a time when reliance on resumes must be supplemented by a scientifically based natural discovery behavioral data process. One that reveals what is ticking below the surface. Such lurking characteristics are likely to appear when people are under pressure, so it is best to have this information in hand before a crisis makes it apparent. If not revealed and addressed, a spirit of entitlement damages teams.

One of the keys to creating a culture of togetherness – for the good of delivering the vision of the business – is to have zero tolerance of any behavior that surfaces which would comprise the way teams operate.

Once behaviors are uncovered, decisions can be made on how best to onboard “stars” and “talent.” If the business needs their skillset, there will be work to be done to use the personality data to integrate them into their teams.

Further, integration and, therefore, success can be achieved more effectively when the behaviors and communication styles of every member of the team – supervisor and line management – are known.

When this environment of transparency is achieved, rock stars can thrive because their skills and talents are used for the good of the team and the business, and not for their own personal gratification.

No one individual is bigger than the team, and every ego and every bit of one-upmanship is parked at the door. Only when individual behaviors are known and understood can top talent be leveraged in a way that ensures leadership is never held hostage by talent.

Thanks to Hugh Massie, Behavioral Strategist ... CEO & Founder, DNA Behavior International / HRManagementApp
https://www.hrmanagementapp.com/top-talents-holds-leadership-hostage/?inf_contact_key=4baabe4f8fb1d7836c57ca85ad043d7e3b9f9017311f9ce531e9bcb7181963ea

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