Many organizations are experiencing the full force of change. This new speed of change is creating a shift in what employee’s value and what they are looking for in an organization. And because of this, organizations are now reflecting more on their culture and considering ways to enhance employee engagement and retention. Now is the ideal time for organizations to reflect on their legacy learning approaches and ask themselves: “will our existing learning approaches to enhance employee engagement, leadership development, change management, and problem solving help us transform our culture to best meet the future demands of our customers and stakeholders?” Perhaps, if the focus is on developing the team and not just the individual learner.
Although hard to do, now is the time to start looking toward your company’s future. It is not likely we will go back to the way things were a few months ago. We may not have a clear vision of what the future holds; however, we still need to be proactive in shaping our destiny.
In March of 2020 business as we knew it changed, probably forever. The question is, what are we going to do about it? There are several options available; do nothing different, run and hide, or seize this as the opportunity that it is and become better. I recommend the latter. A key to becoming better is to determine how to differentiate your company from your competition.
This is an original article written by Stephanie Neal, Director of DDI's Center for Analytics and Behaviorial Research.
As we kick off 2020, expectations are high for the changes the decade ahead will bring. According to top HR and leadership influencers, this year will challenge leaders to face a new level of workplace transformation. Hot leadership topics for 2020 will continue to be shaped by accelerating technology change, increasing consumer expectations, and hyper-connectivity.
IMEC announces five organizations as recipients of the IMEC Recognition Program’s 2019 Awards for Excellence. The high-performing organizations were evaluated against the Baldrige Criteria for Performance Excellence by the IMEC Board of Examiners as part of the annual application process. Application scores and award determinations are made by the IMEC Panel of Judges.
When I was leading Organizational Development strategies at my former company, we used to call it the “getting hit by a bus” scenario. Then someone decided that was too morbid so it was rephrased to the “winning the lottery” scenario. In either case, we used the scenario to help the C suite and other senior leaders to think through who would replace their most critical employees if they no longer worked at the company. If your best and brightest employee won the lottery one evening and didn’t show up for work the next day, how would operations continue with minimal disruption to employees, customers, and stakeholders?
Who is LMI Chicago?
LMI Chicago is part of a worldwide organization called Leadership Management International. For over 50 years, in 80 countries and 27 languages, LMI programs have helped develop effective and productive leaders. Jeff Johnson, President of LMI Chicago, personally completed the LMI programs with his management team (at his previous company) prior to starting LMIChicago four years ago. Witnessing the benefits, Johnson was attracted to the proven programs and processes and the difference they made in people’s lives.