| What do you do as a coach or a manager when there’s a mismatch between talent and attitude? An HR director called me in to coach Lucy, an experienced senior manager in a city IT and software company. He said she was excellent at her job, but her attitude was terrible. While she was good at what she did, the pressing problem was that she was rude to people. She had a poor attitude towards company initiatives and so she was continually overlooked for promotion. If it didn’t improve, regardless of how much they valued her skills, it would be time for her to move on. |  |
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The fashion for competencies in organisations has been overtaken by an enthusiasm for strengths. This is thanks to the impact of positive psychologists. But what are their respective uses for organisations? Is it competencies for recruitment, then strengths for development? Can we use both? Or may we be better off - from an SF perspective - with neither?  It was a routine training conference, about five years ago. Between sessions, there was a nice moment when a guy in shorts and long hair played some jazz on the piano at the side of the stage. We were waiting for a festival manager to lecture on the recruitment policy for a Danish arts festival. The pianist paused, stood up on the stage and began his presentation. He was Espen Bardsen of the Roskilde Festival.  Talking Point: Isn't it time HR focused on solutions rather than problems? Published in Hrzone.co.uk
HR professionals often find themselves carrying our adminstrative and operational tasks that are the resonsiblity of line managers. They also end up being dragged into other people’s problems, which is both time-wasting and exhausting. How many times have you found yourself doing something that was somebody else’s responsibility, getting bogged down in negativity and feeling tired and overburdened by other people’s issues? But if you continue down this route, it’s highly likely that over time you will be sucked dry, become marginalised and even find yourself discarded. |
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