4 Ways To Build Organizational Resilience

This pandemic has demonstrated just how brittle our society is. A tiny virus has drastically upset our lives, our economies and our societies. In a time like this, resilience—the ability to adapt and bounce back—will be one of the most important characteristics that will help us recover.

But how do we design our organizations for resilience? Here are four things to consider: 

1. Resilience Demands Distributed Control With Centralized Coordination, Not Centralized Control With Distributed Execution. In order to prepare for the unforeseen, the military branches have developed highly trained, distributed teams that are enabled and empowered by coordination and data. We need to consider such a model in HR.

Traditional HR was seen as a low-cost, high-value service function—one that responded to employee needs and delivered services at scale. This is not the optimum model in a crisis. We need to distribute authority fast, make sure teams have the capabilities needed and coordinate the response.

Early this year, the senior executives of a global retailer heard from HR leaders in Italy and China that they were letting employees go because customers were not patronizing the stores. The company empowered local teams to shut down operations and quickly shared this firsthand information so others could act.

As the military has learned, we only win wars when the people on the frontline are well-trained, experienced, coordinated and supported with ammunition, backup and data. Think about this in the context of your HR transformation.

2. Resilience Demands High Quality, Real-Time Data. Facts, detail and real-time data matter. We can’t respond to a crisis if we don’t know where it is, how fast it’s spreading and can’t separate truth from speculation.

In recent months, we’ve seen what happens when facts are not forthcoming or are obfuscated. In a company, you can’t afford to operate without complete transparency. In order for a “coordinated attack and response” to take place, accurate, real-time data is critical.

I recently talked with people analytics experts who had created real-time dashboards to inform managers where employees are located, where the virus is spreading and where travel is prohibited. On an employee level, managers knew who was working from home, living alone and might be at risk so programs and decisions could be appropriately tailored.

Such analytics are critical to resilience. If you haven’t invested in this infrastructure yet, please do it now.

3. Resilience Requires Leaders Who Care. Resilient organizations have leaders whom people want to follow.

Our COVID-19 Pulse of HR found that financial security, health and family welfare are issues on top of people’s minds. If senior leaders don’t empathize and relate to this, your company won’t recover well.

If you want to build resilience, you have to build on a basis of trust. And this means leaders who listen, care and respond. Companies such as Unilever, Salesforce, Wegman’s, Novartis, Nextdoor and IBM understand this and created business models around empathy and transparency. Their CEOs “walk the talk.”

Empathy for your customers, communities, employees and their families goes a long way. Certainly, it’s a more emotional way of thinking about business leadership, but in a crisis, empathy must be a top priority.

One more thought: You can’t fake empathy in times like this. Companies that sincerely care will respond faster than those who don’t.

4. Resilience Thrives In A Community, Not Just An Organization. The most resilient, adaptive and high-performing companies are made up of people who know each other, like each other and support each other.

In the military, soldiers are trained to look out for fellow soldiers (“Nobody will be left behind.”).  How many of us have a battle buddy at work?

Decades of management philosophy have ignored this need. Remember the forced rankings and the Peter Principle models? These approaches pitted people against each other and created internal competition.

Now we need a sense of oneness. We need to know each other, speak up and discuss problems, and have a family-like sense of belonging. Certainly, companies aren’t families (we do lay people off), but when there is a sense of collective culture, a company can adapt quickly.

When I visit companies, I always observe how people behave. Are people nice to each other? Friendly? Respectful? Do they talk or wait for the boss to talk first?

Sure enough, in the highest-performing companies, I always sense a feeling of “we know each other” and “we know how to work together.” Such social bonds are vital.

Ultimately, building resilience in our companies is coupled with liberating the innate resilience in each of us. When we give people adequate pay, healthcare, safety and security, they can adapt and grow.

About The Author :- Josh Bersin writes HRE’s HR in the Flow of Work column. Bersin is an analyst, author, educator and thought leader focusing on the global talent market and the challenges and trends impacting business workforces around the world.

Thanks to Josh Bersin / Human Resource Executive / HRExecutive
https://hrexecutive.com/josh-bersin-4-ways-to-build-organizational-resilience/?eml=20200421&oly_enc_id=2915H9573389A9W

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Demand-Side Sales 101: Stop Selling & Help Your Customers Make Progress By Bob Moesta

About the Authors :- Bob Moesta is a co-founder of The Re-Wired Group, and one of the architects of the Jobs to be Done theory in conjunction with the late Harvard Business School professor Clayton Christensen (1952 - 2020). He has launched more than 3,500 new products and services, and founded seven start-ups throughout his career. Bob Moesta trained as an engineer and worked as an intern for Dr. W. Edwards Deming, the father of the quality revolution. He is a graduate of Michigan State University, Harvard Business School, and Stanford University.

Greg Engle is also a co-founder of The Re-Wired Group, and currently serves as a partner in the firm. He is a skilled teacher, consultant, and coach, and has been a sales manager for several companies as well as director of sales for a senior living community. Greg Engle is a graduate of Macomb Community College.

The Main Idea :- Most companies approach sales solely from the supply side of the equation — "We've made a great product, now let's go find some customers". A different and potentially better way to sell is to cater to the demand side of the equation instead — "What problem is my customer trying to solve right now, and how can I get them to pull my product or service into their life and/or career?"

Demand-side selling is where you sell by helping people make progress in the journey they are on. You reframe the sales process to be more like coaching, mentoring, and helping rather than pushing what you have. Help customers hire your product to enable them to get a job done they care about.

Don't push products. Create pull by focusing on what customers are struggling with, and what they are trying to achieve. That's a better and smarter way to sell.

Great salespeople don't sell; they help. They listen, understand what you want to achieve, and help you achieve it. A better title would be "concierge." Great salespeople help customers make progress in their lives, on their terms. They are helpful, empowering, curious, and creative. They create win-win situations! Salespeople are the lifeblood of any organization. Let us teach you how to stop selling and start helping people make progress in their lives. --- Bob Moesta and Greg Engle

How to Help Your Customers Make Progress

1. Selling vs. Buying. Traditional sales is supply-side thinking — you talk extensively about features, benefits, and use persuasion. Demand-side selling is where you get to understand what buyers and users are trying to achieve first. You identify when they have a struggling moment and think, "Maybe I can do better." You align your product with the job to be done (JTBD).

2. The three key frameworks for how people buy. To excel at demand-side selling, you need to understand three frameworks:

1. The three sources of buyer energy and motivation
2. The four forces of progress
3. The JTBD timeline

3. Applying the demand-side frameworks. To figure out how to move from pushing products and services to creating consistent demand-side pull, you need to start interviewing your existing customers, and see the world through their eyes. Identify the JTBD when people consider, and ultimately buy your product or service. Fill in details for the three key frameworks, and find the set of causes which will generate a domino effect. Connect the dots and then reframe your selling process as serving and helping the customer get jobs done. It's a better way to sell.

Key Takeaways :- Don't push products. Create pull by focusing on what customers are trying to do, and helping them.

Everyone’s struggling with something, and that’s where the opportunity lies to help people make progress. Selling isn’t about you. Great sales requires a complete devotion to being curious about other people. Their reasons, not your reasons.

Jason Fried, founder, 37signals

Demand-side sales is about pulling people toward progress. Flipping this lens flips the role of salesperson from icky used car salesperson to a helper. When you get away from pushing your product, you start to make people feel like you’re helping them; you’re their concierge. You’re no longer the used car salesperson. A great salesperson listens first and then helps. --- Bob Moesta

Summaries.Com Editor's Comments :- Now this is a very smart book. Bob Moesta and Greg Engle make the point that most companies approach sales from the Supply side: "We've made a great product. Let's go find someone to sell it to". They point out a much better way to sell is to use a Demand side perspective: " Here's a group of customers who are trying to solve this problem. How can we help them, and get them to pull our product or service into their life and/or career?"

Demand-side selling is all about understanding the job customers want done, and then helping them make progress on their journey. It's the opposite of being pushy. You create pull instead. Or, in their words: "Great salespeople don't sell; they help. Great salespeople help customers make progress in their lives. They create win-win situations."

Very smart, and very much aligned with the digital world in which we now operate. Stop selling, and start helping people make progress. It works.

Thanks to Summaries.com
https://summaries.com/blog/demand-side-sales-101

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Enterprise Engagement For CEOs: The Little Blue Book For People-Centric Capitalists By Bruce Bolger

Enterprise Engagement For CEOs: The Little Blue Book For People-Centric Capitalists By Bruce Bolger

Paperback :- https://amzn.to/2T8Ga7A     Kindle :- https://amzn.to/3o254nI

“If every organization practiced the principles of this Little Blue Book, there might not have been a Little Red Book”--Dr. Gary Rhoads, Chairman, Xvoyant Inc. and Professor of Marketing and Entrepreneurship at the Marriott School of Business at Brigham Young University. Enterprise Engagement for CEOs provides a worldwide-recognized framework for a more sustainable way to run organizations that addresses the growing desire for a more human-focused capitalism. This book shows that with the right focus on the value of people, capitalism can create a virtuous circle of prosperity that surpasses the potential of any other system. Enterprise Engagement for CEOs is for a new generation of leaders and proud capitalists who don’t just say human capital is their organization’s most important asset, they know it. Human capital includes not just employees or customers, but all stakeholders — distribution partners, vendors, communities and investors. In the case of not-for-profits, this also means donors and volunteers, and in government, constituents, political donors and volunteers. Enterprise Engagement for CEOs provides organizational leaders or anyone who aspires to be one a logical, practical guide to a new strategic and systematic approach to people management that generates greater and more sustainable financial results than prevailing process- and short-term focused management styles. It also creates a better experience for all stakeholders and a healthier, more prosperous society, not to mention greater peace of mind for boards, management and investors. The principles of Enterprise Engagement and ISO 10018 Quality People Management standards apply the same strategic and systematic approach to people management today that ISO 9000 standards did for quality management in the 1990s. This easy-to-understand approach, along with completely voluntary ISO standards, provides the principles and a roadmap from which any organization can benefit to achieve a greater return-on-investment from their current efforts to enhance their various engagement initiatives simply by using the proven strategic, systematic, integrated approach that transformed quality management. Enterprise Engagement and ISO standards address the growing desire for a more humane capitalism that benefits all stakeholders and society by demonstrating that a strategic and systematic focus on human capital offers a more successful and sustainable way to make money and run an organization of any kind. For a more in-depth book designed for implementers, check out Enterprise Engagement: The Roadmap, 5th Edition on Amazon.

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ISO Releases The First Standards On Human Resources Practices

ISO Releases The First Standards On Human Resources Practices … ISO Practices :- https://amzn.to/3o2S69p

The International Organization for Standardization (ISO) Technical Committee 260 has issued its first four standards in human resources management. According to the ISO, “A new series of ISO standards aims to help not only improve the recruitment process, but improve businesses through better human resource processes.”

The standards are:

• ISO 30408, Human resource management – Guidelines on human governance. This standard provides the guidelines to create an effective human governance system that can both respond effectively to organizational and operational needs but also foster greater collaboration across all stakeholders, anticipate and manage risks in human resource and develop a company culture that is aligned with its values.
• ISO 30405, Human resource management – Guidelines on recruitment. This standard provides guidance on effective recruitment processes and procedures, and is designed for use by anyone involved in recruiting.
• ISO 30409, Human resource management – Workforce planning. This standard help organizations respond more effectively to their current and projected requirements for staffing.
• ISO 30400, Human resource management—Terminology. This standard provides a common understanding of the fundamental terms used in human resource management standards.

Each of the standards provides steps for benchmarking an organization’s practices in each critical area and clear guidelines for best practices. They provide an excellent and relatively easy way for an organization to conduct an internal gap analysis and establish better practices.     ISO Practices :- https://amzn.to/3o2S69p

According to ISO, “Studies show that a high-performing human resources (HR) department, with effective people management and recruitment, is linked to greater economic performance of the organization and plays a key role in instilling company values throughout the workforce. ISO’s new range of International Standards for human resources aims to help HR departments improve their performance and, ultimately, improve the performance of the organization in which they work.”

The standards were developed by ISO Technical Committee 260 on Human Resource Management. James Lewis, U.S. Committee Chair, says that “improving human resources performance is not just about staffing, but about aligning the values of an organization throughout and taking all stakeholders into account…Organizations that put their people at the center of their decisions tend to perform better, as there is a clear company culture and staff are more content.”

He adds: “The HR function has enormous potential to support the strategic goals of a company by developing talent, aligning organizational values and, ultimately, shaping culture and behavior…These standards can help anyone involved in an HR function – whatever their background and company size – to establish, maintain and continually improve effective recruitment and governance processes.” 

According to Lee Webster, Director of Employee Relations at the University of Texas Medical Branch and administrator of the U.S. Technical Advisory Group 260, the standards are just the beginning: “These standards are purely voluntary and generally use the term ‘should’ versus the more affirmative ‘shall.’ Comfort is slowly growing in the idea that there should indeed be firm standards for human practices standards. There are more and more analytics backing up the notion that human resources standards can provide the same benefits as manufacturing standards.”     ISO Practices :- https://amzn.to/3o2S69p

The application of formal standards, Webster notes, provides fodder for academics seeking to study the impact of organization initiatives, as occurred with the emergence of ISO quality management standards. 

Thanks to EnterpriseEngagement / Engagement Strategies Media
https://www.enterpriseengagement.org/articles/content/8483139/iso-releases-the-first-standards-on-human-resources-practices/

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