No time, no innovation!

Where does the lack of innovation come from? The answer is the lack of time.

What does it mean? A team is often focused on the transactional and the operational activities; in other words, a team needs to deliver and complete tasks. However, being completely focused on the delivery does not allow a team to take distance from the “operational” side of work. In the case your team has not the chance to pause and think, it is impossible to work on innovation, transformation and operational reviews. A limited space to innovation leads to the creation of an operations-oriented culture. With no time you will never ask “why”.

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Look for people who empower you!

Taking risks is a stressful experience.

Taking risks means learning.

Taking risks can lead to failure.

Taking risks fosters innovation.

When we embrace a new challenge, we do not have full control.  We have the fear of failure and being considered a failure. What can we do about it? We need to look for people who give us feedback, support us and empower us.  Building a network of people who empower us is key. Empower us to risk. Empower us to try.

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No clear mission? Your team will fail…

There are many articles that talk about the importance of having successful teams as they help organizations to achieve their goals.  It is complicated to define a common strategy around a team’s success. Teams are built by professionals with different experiences, approaches and interests.

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There is one thing that makes all teams vulnerable: the lack of clarity about their mission.  A team without a mission can achieve short terms goals; a short-term goal is a transactional objective and it is usually self-driven. If you want your strategy to be accomplished, you need to be very clear on the mission.

Don’t you agree?

You will not change overnight!

Changing is not easy.  Suprise? Surely not.

You need to decide to change and you need to be ready for it.  You can decide to change but also other people can “decide” for you. An example at work? You are asked to learn something new or you need to perform a new task.

You need to invest energies if you want to maintain your new behaviour over time. If adopting a new behaviour is just a response to an external event, you are reacting more than changing. In other words, if the results of a change were immediate and visible, you would just modify something or react

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Dedication and hard work lead to the creation of new actions and habits. You must keep working and remaining patient even if you fail during this changing process. Only if you’d continue to invest time and energies, you will change.

Are you better than your manager?

You work with colleagues who have different soft and technical skills than yours. Is it not the case? Think about the person who sits close to you. He or she could be better than you in running presentations, analysing data or in collaborating with other teams. The differences between professionals are the beauty and the secret of successful organisations. Many studies have proven that diverse teams work and perform much better than teams that are not diverse.

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Do you work in a diverse team? No? Well, you should think whether your team it is the right one for you. You are also different from your manager. The backgrounds, the experiences, the skills and the competencies are (and should) not be the same.

What should you do if you do something better than your manager?

Simple. Keep working at your best even if you are showing better skills/experiences than your manager. Do not be afraid of being better. Your manager should sponsor, support and present you as a subject matter expert within the organisation. This is what happens in healthy and positive organisational cultures.

Is it not your case? It’s time to change team then.

Stop looking at the years of experience!

There are many recruiters and hiring managers who still evaluate candidates for their number of years of experience. What do I think? It is time to stop this practice.  The real focus needs to be on the quality of the years of experience, not the quantity.

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One year of experience in a company is different from one year into another one. There are companies that give visibility and autonomy to their employees; other organisations do not. There are companies which constantly innovate and other companies do not. We need to evaluate the quality of the years of experience considering the better fit for our organisation. The amount of years of experience is a wrong perspective on talent, potential and core capabilities.

HR transformation and innovation: having great technology is not enough. Why?

You can hear about digital transformation and innovation everywhere. Transformation and innovation:  from the virtual reality to the blockchain technology, through the automation of processes. The digital transformation is a philosophical and technical movement that influences businesses, departments and teams…  including HR. The technological innovation, the new methods of collaboration and ways of doing are at the centre of this change.

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We need to talk about the change. Choosing an innovative technology does not equal starting an innovation/transformation change.  To understand what you need to change or work on, you need to understand your values. The values are not the ones that were present at the creation of your organisation or your team. If you do not understand what are the current values and the current way of doing things, the change will never happen. Relying on rewriting values and creating power point presentations on the corporate mission does not mean working on change.

Think…and then count.

When we are in safe environments, for example with family and friends, we share our opinions without thinking too much about the consequences. This behaviour is a habit and our habits are difficult to be changed.  Why should we change this habit? We are not always in safe environments.

I often say that transparency is great for the organisational culture. I’m not changing opinion on this; however, you need to be sure that you are using the right way to tackle an issue. You should not cover the truth. You just need to be careful about how you say things.

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How to train yourself in changing this habit? You need to try with an exercise. A  simple one? Count to 3 and then say what you think.  The new habit will take time but it will surely help you to improve your approach and it will make you more comfortable in tackling issues, even difficult ones.

Feedback, feedback, feedback

Recruiters are often considered as the dark side of the process. It’s true that there are times when we do well and other times when we do not.

One aspect that is fundamental to our role is giving feedback. There is a lot of discussion around feedback and the importance to give and receive it. Feedback should not only be the conclusion of the recruiting process; giving feedback is a dynamic and constant exercise during the whole recruiting process.

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One of the secrets of being a good recruiter is following your candidates during the recruiting process. The feedback can be related to the format of the candidate’s resume, the way of presenting or the needed preparation for the interviews.  Being a recruiter means being a point of contact, from the beginning to the end of a recruiting process and give constant feedback. If feedback is a real gift, it has to help the growth and career development also for the candidates in a selection process. Even the ones that won’t be hired.

Are you one of those people? Find your way

There are articles, blogs (like mine), presentations, and speakers that illustrate best practices or suggestions about certain topics. They talk about work, motivation, training etc. Really any kind of topic.

When we read these suggestions, we tend to copy exactly the “recipe” and adopt it as such. If we behave in this way, we make a mistake. Why are we mistaken? We read articles that come from personal experiences or events that happen in a specific context; they are therefore subjective. For this reason, you have to be able to step back, understand the proposed solution and try to adapt it to your context. Of course, you can also adopt the solution as it is; however, you should look at the results as an experiment and not give a final opinion on it. This is true for business or personal decisions; even about your career development.  We need to treat the proposed solution as an experiment and then adopting or modifying it to make it ours.

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I’m not saying that we should stop reading… otherwise this blog would not exist either. You have to take inspiration and look for your solution. Find your way.