Winning the Talent Shift. Berta Aldrich

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of their organizations. They understand that their role is to create shareholder value, and that value is ultimately a combination of a superior brand, a high-performing CEO/leadership team, consistent financial results, the ability to remain relevant and competitive in the marketplace over time, and a highly engaged, high-performing organization.

      If the human side of the organization is its biggest asset, why are so few companies focusing on it?

       Or, better asked, why are so many companies allowing their workplace to undermine and disenfranchise the very people who create shareholder value?

      Why are companies still slow to address the disproportionate ways companies hold back women despite every available metric demonstrating their equally valuable contributions alongside men?

      In today's organizations, there is a stark difference between people who are great leaders and people who hold great titles.

      A title does not a great leader make. How can leaders improve the workplace culture so that their teams shift from fragmented, winner-take-all competitions to high-performing teams leveraging each member's resources and unique talents? If a company's culture can undermine its strategy, let's consider what the culture of a high-performing workplace will look like.

      But there are also high-performing companies, few and far between in corporate America, achieving results through healthier methods: they have high-performing teams maximizing their employees in sustainable ways. In these workplaces, gender-balanced teams work collaboratively and inspire the highest quality and innovation. They are engaged, productive, and encouraged about the future. They think short-, medium-, and long-term and never waiver on their core mission or vision. They have great leaders who earn the trust of their teams and celebrate their peers' successes because they hold themselves and their teams accountable to high standards. While the status quo may lead to good results, companies willing to make this shift to gender-balanced high-performing teams could achieve better, longer-lasting results while also giving their employees higher job satisfaction and quality of life.

      The primary difference between a company that is high-achieving and one that is high-performing is how the company accomplishes the results through their employees – their most prized asset. A high-achieving company culture is much more sinister and short-term and could cost shareholders billions of dollars each year. A high-performing culture has the opportunity to create shareholder value over the long term and maximizes the use of its available assets. High-performing cultures recognize the many benefits of including more women in leadership roles, holding leaders accountable for their development of high performers, and reviewing how leaders are promoted by implementing a plan to make a shift happen.

      The accountability for beginning this shift rests on the boards and executive leadership.

      1 1 Agarwal, Dr. Pragya, “Here Is Why We Need to Talk about Bullying in the Workplace,” Forbes, July 29, 2018, https://www.forbes.com/sites/pragyaagarwaleurope/2018/07/29/workplace-bullying-here-is-why-we-need-to-talk-about-bullying-in-the-work-place/#5248569d3259.

      2 2 Napolitano, Janet, “Women Earn More College Degrees and Men Still Earn More Money,” Forbes, September 9, 2014, https://www.forbes.com/sites/janetnapolitano/2018/09/04/women-earn-more-college-degrees-and-men-still-earn-more-money/#2480285339f1.

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