Its Time to Shake Up your Succession Planning

Its Time to Shake Up your Succession PlanningIts Time to Shake Up your Succession PlanningIts Time to Shake Up your Succession Planning Wiseman, author of Rookie Smarts Why Learning Beats Knowing in the New Game of Work (Harper Business, 2014)Read an interview with author Liz Wiseman The Agile TeamWhy Learning Beats KnowingToo often well-meaning managersshield their employees from change and disruption, essentially placing a do not disturb sign on the employees door.While employees may binnenseem temporarily relieved, could it be that they are actually unhappy when they are cloistered and comfortable? When is it time to disturb someone, wake them up, and lead them into a discomfort zone?My research focused on just these questions When are employees ready to be challenged and how much of a challenge can they actually handle? We asked approximately one thousand individuals to indicate how long it took them to1)Figure out their current role2)Be ready for their next big challenge,3)Be re ady for a new role, and4)Begin to feel stale in their current role.In general, we found that after receiving a challenging assignment, peopleHave figured out their role within three monthsAre ready for the next big challenge within just three monthsAre ready for a new role within one yearBegin to feel stale within two yearsWhen we analyzed the data by job role we found that individual contributors are the first to feel stale and the first to be ready to tackle a new challenge. Middle managers, on the other hand, report being ready for an entirely new job or role the soonest.Given that the majority of employees are ready for a new challenge every three months and ready for a new role at one year, what can you do to prevent your workforce from getting stale?Most organizations cant play a perpetual game of musical chairs, moving employees into new roles every twelve months. But here are some other strategies to keep your talent in the rookie zone.1.Design one rookie component into each job. While the majority of a role may play to the employees strengths and utilize their current job skills, ensure that everyone has at least one aspect of their job where they must close a significant knowledge or skill gap.2.Offer lateral (as well as promotional) assignments. Financial services firm Vanguard routinely moves their management talent between diverse roles. A job swap between purchasing and IT isnt unusual.The current CIO is a deep techie but had just come from managing a high-net-worth-client group. He replaced the CIO who is now running the retail investment group.The previous CIO is now working as the firms chief investment officer. Why the shuffle? It allows leadership to keep the thinking fresh and ensure that management has a panoramic view of the business.3.Make management changes mandatory. Chevron Corporation generally expects members of their upstream global workforceto move to a new assignment every four years. If someone has been overseeing upstream asset management in the San Joaquin Valley in California, he or she might next be running oil operations in Kazakhstan. Nestl, the Swiss food company, takes a similar approach.When senior managers approach three years in tenure (or even before) they must hit the refresh button and move into a different role. This not only keeps the managers fresh and challenged it breathes new life into the organizations they lead.4.Redefine the succession planningcriteria. As you review candidates in the succession planning process, factor in each candidates learning agility - are they curious, humble, playful, and deliberate? Look at their job history to see if they have a track record of success in rookie assignments.If you are considering someone for a job that is more than one size too big, look through his career history to see if he has been successful in other equally oversize jobs. This might be the best predictor of the ability to handle a stretch assignment.Excerpted from Rookie Smarts Why Le arning Beats Knowing in the New Game of Work(Harper Business, 2014) Copyright 2014 by Liz Wiseman.Excerpted with permission from HarperCollins Publishers.Author BioLiz Wiseman is a researcher, executive advisor and speaker who teaches leadership to executives around the world and is the president of the Wiseman Group, a leadership research.She is a former executive and the author of the bestselling books Multipliers How the Best leaders Make Everyone Smarter and The Multiplier Effect Tapping the Genius Inside Our Schools.Read an interview with author Liz Wiseman The Agile TeamWhy Learning Beats Knowing

How to lose a job interview in just a matter of minutes

How to lose a job einstellungsgesprch in just a matter of minutesHow to lose a job bewerbungsgesprch in just a matter of minutesTrying to acquire a job interview can seem to be a full-time job. Once attained, preparations must be made to secure the role. However, certain mistakes are common in an interview setting and must be avoided.In this article, our friends over at Finance.co.uk give us the low down on what not to do in an interview and how you could lose your dream job in a matter of minutes.Whats my name?It may seem obvious however, many are unaware of their interviewers name. Such a mistake portrays a lack of attention to detail and can be deemed as sloppy. Memorize the interviewers name and use it throughout the interview. bedrngnis only will this help in building a rapport but show some want in securing the role.So, what do you know about us In the digital age, it is easier than ever to familiarise yourself with companies and determine who they work with and their key achie vements. It is also a great way of establishing where you may fit in within the workforce and what you can do in your role.Looking for an inspiring way to start your day? Sign up forMorning MotivationIts our friendly Facebook robot that will send you a quick note every weekday morning to help you start strong. Sign up here by clicking Get StartedIf an interviewer asks what you know about the company, and the answer is clearly not much, it is a sure-fire way to lose the opportunity.It not what you say, it is the way you say itIt is vital that throughout the interview process you stay upbeat and positive, even if you feel that the interview may not be going as well as you had hoped. Often, it is not what you say, it is the way you say it. Skills and knowledge can be taught, and interviewers are often trying to establish whether you will fit within the team. The likeability factor can go a long way and will be crucial in you winning a role.Let me take a selfieSocial media allows everyo ne to be an investigator. When seeking a new job opportunity, ensure that you either alter your social settings, or look through your social accounts to determine if the updates and images are workplace appropriate.I can predict the futureIn every interview, it is likely that you can predict 90% of the questions that you will be asked. Ensure that you rehearse interview questions and have at least three variations of answers for each question.This article first appeared on YourCoffeeBreak.co.uk.

This male CEO cut his salary by $48,000 to match his female predecessor

This male CEO cut his salary by $48,000 to match his female predecessorThis male CEO cut his salary by $48,000 to match his female predecessorHow far are you willing to go to bridge the gender pay gap? One male CEO is staking more than just his reputation to show his commitment to the cause and has announced that he is taking a dramatic pay cut so that it matches his female predecessor.At easyJet we are absolutely committed to giving equal pay and equal opportunity for women and men, new easyJet CEO Johan Lundgren said in a statement to The Guardian. I want that to apply to everybody at easyJet and to show my personal commitment I have asked the board to reduce my pay to match that of Carolyns when she was at easyJet.A commitment to equal payLundgren, who joined the U.K. budget airline in December, will have his annual salary cut by 34,000 ($48,000) down to 706,000 ($994,000) - the amount his female predecessor, Carolyn McCall, made in zu sich final year according to easyJet.The ann ouncement follows news that male employees were making about 52% more than female employees at the carrier. In the U.K., employers with more than 250 employees are required to disclose their payrolls to the government by April. Out of the 704 employers who had shared pay figures so far, easyJet had the third-largest mean gender pay gap. The airline said the pay imbalance was caused by the fact that higher-paid pilots were 94% male and that it had committed to making women 20% of new pilots hired by 2020.As the top executive in the company, and figurehead of companys values, his actions have outsized impact. A new male CEO being offered 5% more money than what a female CEO made during her eight-year tenure does not signal promising company values around pay equity, but by having its new CEO take a pay cut, easyJet is signaling that it has heard the criticism and it is ready to change.Other male employees taking a cut for equal payThis is the not the first time an employee has agreed to take a pay cut after learning about unequal salaries. In January, the BBC, U.Ks publicly funded broadcaster, announced that six of its male presenters hadagreed to take pay cuts after a review found wide salary disparities between male and female on-air talent.The decision to cut male employees pay followed public outcry around Carrie Gracie, BBCs China editor, quitting her role over being paid less than her male peers. Gracie said that when she raised the issue of unequal pay to her bosses, the BBC offered her a raise that was still less than what her male colleagues made.I was not interested in more money, Gracietold the BBCin an einstellungsgesprch after her resignation. I was interested in equality.