Morning keynote, Day 3: Former New York Times reporter Tony Schwartz kicked off the third day of the conference with a very interesting presentation on "Energizing Your Workforce (The Way We're Working Isn’t Working—The Science of Sustainable High Performance)." Schwartz, who is currently president and CEO of the Energy Project, made the case that to sustain your performance, you must balance energy expenditure with intermittent energy renewal.
Schwartz focused on the personal things managers can do to increase their energy and performance, so this was more of an individually oriented presentation than most of the other keynotes and breakout sessions at this conference. But he also offered up this sobering stat that ripples through the entire workforce: Last year, workers gave back $17 billion to employers in unused vacation time. And, "employers lost out in the bargain," he said.
His solution: We all need systemic training to renew our energy. He's written a book about this with Jim Loehr (The Power of Full Engagement: Managing Time Not Energy) that explains all the ways you can do this, but his bottom line is that everyone needs to find systems to renew their energy. When you do, "you get done more done in less time with a higher level of energy and a better quality of time."
Kiss your performance reviews goodbye: Here's a session that grabbed a lot of people: "We Abolished Performance Appraisals—Now What Do We Do?" Ken Barry, former senior vice president for human resources at Move.com, gave this provocative presentation to a packed room of people who seemed sick of their current performance review process. Barry's answer? Managers need to ditch the regular performance reviews and instead build a "conversational organization." This is not something that tech companies selling performance management systems will be happy to hear, but Barry's take is that no one on either side of the process is happy with the way it currently works.
Having an ongoing dialogue instead of a formalized review process, he said, helps both managers and workers to be more productive and effective, and get specific, timely feedback. One note for those tech companies with their performance management systems: My quick survey didn't find a single HR person at this session who was currently using an automated performance appraisal system. Maybe that's another answer to Barry's provocative question.
Afternoon keynote, Day 3: Attendees got a break today—only one afternoon keynote speaker. It will be a short-lived break, but author and consultant Ram Charan was the beneficiary of the single-speaker format. This meant he got a full 90 minutes to make his pitch, and Charan, who is a staple of the business speaker circuit, used it wisely to really engage the audience. His keynote on "The CEO's Perspective" focused on what CEOs are looking for from their HR leaders. His answer:
- That they think of themselves as a leader, no matter what their function or background.
- That they learn the business and talk in business terms, not HR jargon.
- That they link the needs of the business with the HR function.
- That they have a solid succession plan for the board of directors.
- That they put systems into place that clearly link compensation to performance.
- That they make sure they have the right people in the right job throughout the organization.
- That they fix the HR organization and build it for the 21st century.
- That they clearly add strategic value to the organization.
—John Hollon
Conference notes: Day 2—Wednesday, October 25, 2006
Team work: Patrick Lencioni, founder and president of the Table Group and author
of management books such as The Five Dysfunctions of a Team and Death by Meeting,
kicked off Day 2 with a near two-hour keynote. If you know anything about Lencioni,
this is not a bad thing. I've heard him before at the World Business Forum and he
is both smart and entertaining. That's a tough combination to beat and definitely
someone to start a conference day.
Like most management speakers, Lencioni imparts wisdom in lists, including the
five dysfunctions of a team:
Absence of trust: The fear of being vulnerable with team members prevents the
building of trust within the team.
Fear of conflict: The desire to preserve artificial harmony stifles the occurrence
of productive, ideological conflict.
Lack of commitment: The lack of clarity and/or the fear of being wrong prevents
team members from making decisions in a timely and definitive way.
Avoidance of accountability: The need to avoid interpersonal discomfort prevents
team members from holding one another accountable for their behaviors.
Inattention to results: The desire for individual credit erodes the focus on
collective success.
As engaging as Lencioni is, if you have heard him once, you probably would be
better off getting some of his books than sitting through another one of his presentations.
Math lessons: Jeff Higgins, vice president for compensation and benefits at the
Irvine Co. in California, led a breakout session on using human capital analytics
to make decisions and better manage the workforce.
His point was that HR people need to embrace numbers and analytics and use turnover,
recruiting and cost figures over multiple years to better make their case to C-suite
executives. He offered these statistics to make his case:
- Turnover in all industries has increased steadily at about half a percent per
year since 1990, to a mean of more than 21 percent in 2004.
- The typical U.S. company spends nearly 50 times more to recruit a $100,000 professional
than it will invest in annual training after that person comes on board.
- Employee costs are a typical company's single largest expense, yet most companies
don't even know how many employees they have.
The trouble with late-afternoon keynotes: As was the case on the first day, the
second day ended with two keynote speeches. They were tougher to get through after
a full day of sessions and presentations. The first was given by Beverly Kaye, author
of books including Love 'Em or Lose 'Em: Getting Good People to Stay. Kaye, founder
and CEO of Career Systems International, had led an earlier roundtable session,
and frankly, she had more time at the breakout to really make her case for why companies
need to work harder to retain and develop talent. Her keynote, at 40 minutes, was
just too short to do justice to her topic.
As tough as it was for Kaye, it was even tougher for the second afternoon keynote
speaker, Libby Sartain, chief people officer at Yahoo.
Sartain was in the unenviable position of being the only thing between the attendees
and getting to dinner and the casino. Her topic, "Eight Essentials to Emotionally
Connect Your Employees to Your Business," is a good one, and she made a good case
for linking people to their company's brand. Unfortunately, a lot of attendees bailed
out and missed what she had to say. There's a lesson here for conference attendees
and sponsors alike: Too many speakers, especially late in the day, may be too much
of a good thing.
—John Hollon
Conference Notes, Day 1—Tuesday, October 24, 2006
First day, first thoughts: This is a long conference spread across four days
with 12 keynote speakers, 50 breakout workshops, 51 sponsors and, by the sponsor’s
estimate, more than 400 attendees. That's a lot to digest, even without the siren
song of Vegas in your ears.
Fortunately, the Employers of Excellence conference is being held at the new
Red Rock Casino Resort Spa on the east side of the city, well away from the Strip.
It's a beautiful venue, and although it does have the obligatory casino, its somewhat
remote location limits the ability of conference-goers to run for the neon of the
Strip when they burn out on speakers. Still, it remains to be seen how disciplined
the attendees will be.
Twin keynotes: Despite the late-afternoon start, there were two keynote speakers.
First up was Lance Secretan, a management consultant and author of 13 books including
Inspire: What Great Leaders Do.
Secretan’s talked about his CASTLE principles, a mnemonic device for courage,
authenticity, service, truthfulness, love and effectiveness. Secretan's "recipe
for leadership" includes a lot of focus on "oneness" and the happiness that comes
when people (employees) feel part of the whole. It was an interesting presentation,
if for no other reason than it was so different from the typical management consultant-speak
you get at events like this.
Then came Margaret Wheatly, president of the Berkana Institute and author of
Finding Our Way: Leadership for an Uncertain Time, among other titles. Wheatly focused
on leadership in today's tough and turbulent global environment.
She lists her four principles of leadership (which she says leaders need to tattoo
on their arms):
- People only support what they help create.
- People only act responsibly when they care.
- Everyone is an expert about their own context.
- To create health, you need to create more connections.
She adds that people contribute their best when:
- They care about the work.
- They are free to make decisions in the moment.
- They have good relationships.
- They are trusted, and trusting.
–John Hollon
