The problem of interminable employment (hiring someone for a role and keeping them there until promoted or they leave) is then more poignant but no more powerful than it has ever been. Instead, the effects are more sudden and, to an extent, even more visible.
Internal policies, no matter how well-intentioned, can become crushing, especially for your top performers. Employees are less willing to put up with it than ever before, and as a result, are leaving their organizations in greater numbers than ever before.
We spend a lot of time talking about hiring right now, but the truth of the matter is that we are missing the point. While hiring is undoubtedly a challenge, it is predominantly a symptom of a much bigger problem that haunts large and small organizations alike - employee retention.
In this article, you won't find a heavily refined, highly processed protocol for compliance. Instead, you will find a very human process designed to help you and your people achieve more than ever before.
The economy continues to climb business is booming. But it's got executives everywhere scratching their heads.There is a nearly universal pressure to find new talent. Whether it is the "Great Resignation" affecting the upper levels of organizations at an unprecedented rate or the Millennial shock and other trials affecting even entry-level positions, I'm almost certain you are struggling to hire right now.
Managing change is a people problem. It is exceptionally difficult in part because it is inherently subjective. In this article, you'll learn how to get past that subjectivity to objectively identify what needs to change, who will struggle with the change, and how to help them through it.
Every organization in (or around) Predictable Success has some form of strategic planning. It may be formal or informal, highly structured or free-form. While there are benefits and disadvantages to each of these issues, we need to be careful not to assume that the right strategic planning methodology will suddenly silence our limbic antagonist.
Your strategic planning process is essentially an old-western showdown between the limbic system (which is tasked with keeping you and your organization alive) and the prefrontal cortex (which allows you to thrive). And in this good ol' shootout, the limbic system is the reigning champ. The scary part is it's going to kill your organization without you ever knowing it.
You can’t reach $10M or $50M the same way that you reached $1M or $5M. In the early days of organic growth, you can simply sell your way to success and deal with fulfillment problems as they come. To break the $10M barrier and go deep into 8-figure territory, you need to first create the internal capacity for scale, then you can get back to selling and growing your top line.
The most tempting strategy for most leaders is to do more of what we're already doing and do it better. That same strategy will suffocate even the best innovators if we aren't careful. So how do we protect innovation from process and use process to scale up innovation?
Innovation will never be birthed from a process. It must start with people. To create an innovative organization, you must create an ethos of innovation throughout the entire organization.
We've all heard the story before. A nearly mythical leader (often the founder) creates a phenomenally innovative organization. Following a meteoric rise, they pass the baton on to the next generation of leaders. But then, one day, we wake up and realize the organization is barely a shadow of its former self. What happened?