Network - Summer 2009 - (Page 35)

Driving Change with Behavioural Leadership By Judy Johnson, Ph.D., and Kelly Therrien, M.S. In a down economy, HR needs to raise its game NOTE: This article is adapted from SwitchPoints: Culture Change on the Fast Track to Business Success, by the author and several colleagues, published 2008 by John Wiley & Sons. A Dismal Trend Canada is experiencing its worst jobless rate in seven years, with more than 15,000 full-time jobs lost in March 2009 alone. This dismal trend is occurring countrywide in numerous industries – manufacturing, construction, natural resources, finance, insurance and real estate. The bleak picture is broader. Ninety percent of North American companies say they are cutting costs in hopes of avoiding the need to cut workers. To contain expenditures, companies are looking to slash travel, salaries and hiring. For the first time since 1985, the United States is experiencing an 8.5 percent unemployment rate, with 13.2 million people out of work. In addition, global companies based in North America continue to lay off workers across the world, illustrating the severity of this recession. Raising Your Game Consider two dimensions that are critical to the success of high-performing organizations – maximized business results and positive-impact leadership. Leaders who effectively manage the balance of these two dimensions will see longterm results through the development of a productive work environment. Maximized business results require little explanation – who isn’t striving for long-term sustainable results? Therefore, it is important to ensure any program planned for 2009 and 2010 has a direct link to the organization’s results. For example, it might be prudent to postpone professional development programs and instead focus on specific technical training to help employees better-perform their day-to-day work. The other dimension impacting the longevity of business results: the positive-impact leadership behaviours that will achieve those results. Management needs to remain focused on getting results by doing and saying necessary things to engage employees in important business outcomes. Leaders who use positive-impact behaviours will secure sustainable, long-term results and reap the rewards of engaged and dedicated employees who are satisfied with their work. Positiveimpact leaders develop employees while they are delivering results. The Q4 Leadership model assesses leadership across the two dimensions: behavior and results. The model distinguishes four types of leaders exhibiting different behaviours to drive results and engage employees: Q1 Leaders have ineffective leadership behaviours and see poor business results. As you might guess, these leaders do not last very long because they do not achieve the necessary results and have dissatisfied, disengaged employees. Q2 Leaders engage in effective leadership behaviours but do not have the focus on results that is essential to busi35 Opportunity Knocks for HR With all the essential reductions, human resource professionals are feeling the pressure to deliver more with lower budgets and fewer resources. Programs defined in 2008 are being compromised. But amid all of this change, it is important to recognize a silver lining: Shifting priorities offer an opportunity for HR professionals to enable organizations to change directions quickly by planning, strategizing, partnering more closely with senior leadership and demonstrating value in tangible ways. Priorities are shifting quickly, as are budgets and resources, and it is crucial to understand what is important to a company’s leadership. By staying at the forefront of change, HR professionals can change and adapt quickly by offering programs and resources to enable organizations to succeed. This is also a critical time to reprioritize 2009’s plans to align them with overall company priorities, thereby demonstrating again the value HR professionals can immediately bring. NETWORK Summer 2009

Table of Contents for the Digital Edition of Network - Summer 2009

Network - Summer 2009
Contents
HRIA President’s Message
Celebrating Excellence Award Winners
HRIA Conference Chair’s Message
Conference Wrap Up
Conference Photo Gallery
Leading Change Through Dialogue
Energy Management
Lessons Learned
All Work and No Play?
Driving Change with Behavioural Leadership
Index of Advertisers

Network - Summer 2009

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