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Human resource management would ideally include talent management, however, some organisations have human resource departments, which are highly transactional, instead of also being strategic and transformational. This means that organisations might be meeting immediate needs, however, are not allocating time to strategically predicting what their people needs will be in the future. Ultimately, talent management consultants exist so that organisations can more effectively address their goals and business needs in order to improve business performance in the long run. A talent management plan will enable your business strategy through your people.
Here is the link to the full article that I wrote, for Expert360 'What is talent management, and why is it important?'
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"Emotional states can be transferred to others via emotional contagion, leading people to experience the same emotions without their awareness. Emotional contagion is well established in laboratory experiments, with people transferring positive and negative emotions to others" (reference: https://lnkd.in/g-ybMNp )
Leading change effectively often includes having an awareness and understanding of what your people are experiencing throughout the change, in particular who the people influencing are, and whether they are positively or negatively influencing.
Research on the mood contagion shows just how influential positive and negative emotions are on other people. When we look at the change curve and work towards moving people through it, understanding the impact of emotions and mood in a group setting and the dynamics it creates is critical to being able to proactively anticipate and have strategies in place to support everyone throughout a change.
When we look at the events occurring globally and the impact of leaders and anyone influential on other's perspectives and moods, we can see how it shows up in all areas of life and work.
What are your thoughts on this and how have you applied it to support your change?
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The vulnerability leaders can display throughout change can significantly influence the level of trust throughout the change process. Trust is what can get people through the change curve and feeling safe to try things differently and take risks. While activities in the image below can increase some aspects of trust, other aspects include trust with our ideas, thoughts and feelings.
Showing vulnerability throughout change to increase trust, might look like asking our teams to contribute ideas to make the change more successful, it might be openly discussing that the change also impacts us as a leader and how we have been coping and managing it with professionalism.
What other ways have you as a leader expressed vulnerability throughout change, to create higher levels of trust?