Learning is an important aspect of developing people and growing an organisation, and the best organisations make it part of their everyday practice. They take access to professional development and skills training, either externally or internally, seriously. Learning is not left to chance, and a mentoring program or a buddy system guides people to the right colleague to ask when there are questions or issues.
Reading is an important part of self-directed learning, but it can be difficult to decide what is worth the considerable investment in time a book can demand. We asked some people at Challenge Consulting to direct us to the books they have found important in their learning and that they would recommend to others.
Jonathan Foxley, Recruitment Manager, Challenge Consulting
‘The book I’ve enjoyed most lately is Leading by Sir Alex Ferguson’ the former manager of Manchester United football club.
‘I was looking online for something that could help me with my role as the manager of the Challenge team, about how to get the best out of people and keep them inspired and motivated. This was an interesting choice for me because while I love football, Manchester United are a team I hate and I have often thought Sir Alex is a bit too arrogant.
‘It was a great read and getting Sir Alex’s insight into the way he managed his players to get the best out of them was really interesting.
‘It was good to hear how he dealt with players that caused him problems along the way. Alex Ferguson wasn’t successful in the early days of his career and it was interesting to see how he dealt with the challenges he faced when he first stepped into management. He worked hard at becoming successful and building one of the most successful teams of all time.
‘Being a keen sports fan, I enjoyed the way he had been engaged to share the traits that existed on the football pitch versus what we see in the corporate world. While the story made reference to players, coaches and big events that the team took part in, his approach to getting results can be translated into the environment in which we all work.’
Bríd Murray, Recruitment Resourcer and Team Assistant, Challenge Consulting
‘The book I’d recommend is Images of Organisation by Gareth Morgan. I was introduced to it in an organisational theory class I took while studying organisational psychology.
‘The book addresses complex ideas in a creative and relatively simple way. It suggests that images or metaphors can be used as an interpretive lens for diagnosing and understanding various organisational issues. A simple example is the comparison drawn between a bureaucratic organisation and a machine.
‘It’s a book that you can dip in and out of, full of thought-provoking insights. Images of Organisation goes beyond being a theoretical text and illustrates how theory can be applied and used in modern organisational life.’
Jim Peters, Financial Controller, Challenge Consulting
My absolute favourite is Covey’s Seven Habits of Highly Effective People.
I can’t remember how I came across it, I think just browsing in a bookshop in the mid-90s.
I related to the whole book as I was doing a lot of hockey coaching at the time, so it had a double impact, work and play. It was a huge help in working with my teenage daughters and one of them introduced the principles of the book when she was the school prefect co-ordinator.
Key phrases or habits that I find always help me are:
‘Begin with the end in mind.’ Simple, but so true.
‘Sharpen the saw.’ It’s so easy to keep going without trying to rest and renew.
My own favourite is Who Touched Base in my Thought Shower? A Treasury of Unbearable Office Jargon by Steven Poole. I worked in an office for a while after many years as a freelancer, and it seemed as though the corporate world had learned to speak a different language.
Soon I was used to ‘going forward’, ‘best practice’ and ‘impacting’, though at first I had to resist the urge to edit everybody as they spoke. I may even have used ‘circle back’ in a sentence myself. I began to collect the more outrageous examples of corporate-speak and try to figure out what they mean.
So when I found this book, arranged alphabetically with a hilarious explanation of each term – I had to have it and to share it with as many people as possible.
But I won’t open the kimono any further. Share your favourite books or blogs with us in the comments section.
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So, you’re a company.
You want the best people to work for you. Really talented people, unique even, with experience and skills and personalities that will bring even greater success to you.
But why on earth would they want to work for you?
Do you know why? Can you articulate it? Does your company have a strong brand, an attractive brand? Do people perceive you as a leader in your industry? Are your existing teams filled with people who actively share their skills and knowledge and expertise for the betterment of the whole?
Understanding a candidate’s expectations of your company and its culture is critical from the very start. If a disconnect exists between a candidate’s expectations and the reality of the situation, it can quickly lead to problems with engagement, performance, and business productivity. The candidate needs to know what is expected of them as well as feel a sense of strong company culture that is not only clear but inviting.
So, how do you go about building and leveraging a positive talent brand?
Brands are a powerful combination of symbols, messages and beliefs about a product or employer. You need to think about your potential candidates like a marketer would think about their potential customers. Take a look at the current advertising your company conducts. How does it come across? What are the key messages being put out? Who are you trying to attract?
The objectives that a good brand will achieve include:
– Delivering the message clearly
– Confirming your credibility
– Connecting with your target prospects emotionally
– Motivating the buyer
– Concreting loyalty
In terms of attracting the best performing people to work for your company, your branding is about getting them to see you as the only one that provides a solution to their problem, ie, working for an exceptional company, and industry leader, that satisfies their professional needs and provides an arena in which they can contribute their skills and talents, make an impact, and continue to learn and grow.
To succeed in branding you must understand the needs and wants of your customers and prospects. As the thrust of this blog entry is about attracting high performing candidates to your company, our most recent online poll asked: “High Performance Employees: what is the #1 thing your organisation offers to attract them that works?”
The results were:
#1 – Providing opportunities for continued learning, both formal and informal – 25.0%
#2 – Having a confidence-inspiring company “brand” that ensures high-performing people want to work for you – 16.6%
– Providing a leadership and mentoring program – 16.6%
– Paying above-market rate salaries – 8.3%
– Having a defined career progression plan in place – 6.2%
– Being decisive and quick to make job offers so the high performers don’t go elsewhere – 4.1%
It is interesting that money was fourth in our respondents’ list of priorities. Perhaps this reflects the fact that it is a given that high performing people will be appropriately compensated for their contributions and competencies anyway, and that exceptional people are seeking more than just monetary reward?
Clearly working somewhere that has a gold-standard reputation as a top employer is very important, but a culture of continued learning is number one in people’s list of priorities when seeking employment opportunities, something for all organisations to bear in mind when formulating brand strategies and during recruitment exercises.
This week’s Challenge Consulting News features two articles on this topic – for your free subscription, click here …
