Currently there is huge excitement around an array of new and disruptive technologies impacting on the world of HR. All together it makes for the potential transformation of a HR profession that has traditionally been hampered by weak, ineffective and poorly designed processes and systems. Yet behind all this positive optimism and ambition the question of HR’s underlying business influence remains? To succeed with the new generation of “smart products” HR professionals need to focus on the question of personal and business benefits; putting to one side the ‘hardware and software” features that characterise many new solutions.
The development of Business Partnering within the finance function has been growing rapidly in recent years. The need to demonstrate more value-added contributions beyond the consolidation and reporting of the numbers is a consistent challenge for many finance professionals. Today’s modern finance function talks of thinking innovatively and becoming a real business change agent. Any finance function is a complex organisation that encompasses many different roles and responsibilities such as management reporting, audit, tax, treasury, investor relations and compliance. The potential for functions to be disjointed, isolated and misaligned is strong. So, transitioning to a fully-fledged business partnering model and role is not an easy one.
Any corporate leader will need to be resilient in the face of accelerating change and continued discontinuity. The fact is that life in today’s corporate environment is tough and demanding and continues to challenge many in terms of their work life balance and sense of engagement. Life in most corporate environments is arduous and takes a toll on even the most enthusiastic and committed of leaders and that is where individual resilience becomes crucial.
Three scenarios that crop up often in my coaching practice are:
• Will I be good enough? – The fear of something I have not experienced yet.
• Negotiating the right compensation package in internal promotions.
• Managing people who used to be peers.
The value of this book for me is the way that Jeroen captures the key elements of strategy execution in simple and practical ways. Strategy is complex and strategic execution is complex. However he provides memorable shorthand models and images getting to the essentials that every leader responsible for executing strategy should have to hand.
From the lens of a coach committed to serving others and helping them to become everything they can be, here are my key Take-Aways' from this book.
For most teams it is a challenge to regularly take time out from the daily demands to reflect on how effective we are being as a team. Many team leaders and team members are time pressed and just getting the team discussions and tasks done consumes the available time. We do need to make a point of reviewing how we are performing as a team.
So how do we start to work on the concept of our own Leadership Brand? Using some of the core concepts from corporate marketing, a leadership brand can be developed in several ways.
The Logo versus The Brand?
This piece is to give you a method for making your teams more resourceful and proactive in their work and to encourage you to embrace a coaching approach. We will look at five frameworks to help you introduce coaching into your management practices.
There are many skilled executive coaches who are equipped to work in depth with leaders and managers on their career development or an acute intervention to address some immediate behaviour or competence needs. When we focus on managers as coaches this level of skilled knowledge is not the ambition. Rather it is equipping the manager with an understanding and a set of tools to be able to have useful coaching conversations when it is appropriate.