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Fast Start — Corner Office Analytics

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Rule #1 in communication demands you know your audience. Since there is more than one corner office rule #2 states all analytics are not equal.

Corner Office Analytics (Infographic), presented by Deloitte, offers a guide to questions each CXO needs to be able to answer. If your CXO needs to answer these questions, you can be sure they expect you provide accurate context for connection.

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Fast Start — Social Media Landscape 2013

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Fast Start conversation:  In 2010 Chief Marketing Officer, created a CMO’s guide to the social media landscape. This guide presents a social landscape evaluation with a red, yellow, green, key representing good, OK, or bad investment across 4 topics: Customer Communication, Brand Exposure, Traffic to Your Site, and SEO This guide is designed to help a CMO decide where to invest and leverage social website like Facebook, digg, redditt, and del.icio.us. In 2011 CMO updated their guide and added sites. Time out.  del.icio.us? digg?  Your organization not familiar with either? What about flickr? tumblr? In 2012, again, new sites arrived.  In 2012 did your organization invest in Pinterest? Google+? In 2013 a CMO might wonder about the total amount of sites that take attention and divide resources.  Was there a reduction in sites to focus?  Read what CMO.com says about 2013. Are these Social …

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Fast Start — The brilliant mistake of health and wellness

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A healthy employee is a productive employee and health and wellness programs roll out across corporate America to capture this gain.

Compensation expert Carol Harnett shares her brilliant mistake from this Human Resource Executive article and detail on the data to her assumptions that reveal flaws in health and wellness resource commitments.

Fast Start questions brilliant mistakes.

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Fast Start — The Importance of Agility

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Fast Start conversation:  People who operate and respond in an ambiguous environment today provide the greatest organization, comparative advantage. The competency to thrive is agility and this agility skill, more than at any other time in organization history, differentiates those getting better from those getting worse. When put in an unfamiliar situation, people with agility are not stumped.  They do not fall apart.  People who are agile are ones willing and eager to learn new things.  This learning agility differentiates the successful and the unsuccessful and within Human Resources Executive’s article, The Importance of Agility, agility as a competence is the in focus. Those committed to life-long learning are no longer leading by example and being an Agile learner usurps that.  We tend to hear of Agile project management, but what of Agile self-development?  Agile learning agility has five key elements: Self-awareness, Mental …

Fast Start — Bias Gets a Bad Rap

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Fast Start conversation: Bias, an outlook or tendency to prejudge something, is usually attacked in organizations who aim to create an inclusive, equal-opportunity environment. Sounds noble. Not likely to happen though, as even the most open-minded person is subject to bias.  There is a reason we have bias:  it helped our survival. In this Diversity Executive article, Bias Gets a Bad Rap, Mike Prokopeak looks at being mindful of bias and managing bias as the more likely alternative to rooting it out.  Why? Because bias is neither good nor bad: Bias is about me. Bias is about them. Bias is about us. Bias is a function of being human. So, how do we reinforce our differences and work better with each other? How do we get to the point where our organizations make it comfortable that when we try to understand the other …

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Fast Start — Smart failure for a fast-changing world

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Fast Start conversation: The pace of change overtakes the pace of learning. In a short list of continually inspiring sites TED, stands for Technology, Entertainment, Design, devotes themselves to ideas worth spreading. In this, I want to spread an inspiring talk and introduce you to someone I, before TED, was not aware of: Eddie Obeng. Mr. Obeng’s 12-minute presentation talks us through the world we learned that has transformed into a 21st century world of rules we have not yet grasped. Or, as he puts it other ways: “We spend our time responding rationally to a world which we understand and recognize, but which no longer exists.” “If you haven’t understood the world your living in, it’s almost impossible to be absolutely certain on what you are going to deliver fits” — Eddie Obeng Today, Mr. Obeng rightfully points out, our …

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Fast Start — What, Really, is Change Management?

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Fast Start conversation: What, Really, is Change Management? Change swirls around organizations:  regulation, industry, competition, policy, knowledge, technology ability, and skills.  And those hit us before the first cup of coffee. There’s a professional approach to manage change, but what, really is change management? And who, specifically, defines, designs, and launches change management for whom? Brad Hall writes in TheStreet, a media company that provides financial news, commentary, analysis, ratings, and business and investment content, change management has three requirements: Each individual knows precisely what is expected of him/her; HR systems aligned to the new expectations; and The role of the manager is very clear If your change management does not include those three requirements, than you are arguing against Mr. Hall and his industrial-organizational psychology Ph. D. and that’s like arguing against your Chief Human Resource Officer. I completely agree with the three above, as …

Fast Start — Want Innovation? Diversify Thinking

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Fast Start conversation:  Innovation really is more about style than substance. By now diversity has to be realized as more than skin deep and more style over substance.  In one study on innovation, when tasked to put innovative teams together it also reveals innovation is beyond the functional diversity of a team too. In Want Innovation? Diversity Thinking points to manage diversity to manage innovation.  Pooled cognitive styles of members appear to influence team innovation above and beyond the functional variety represented by the team. Holistic, connective thinkers improve team innovation. To magnify a diverse group of cognitive styles, the author, Corinne Post, recommends to: Discourage logical, sequential routines; De-emphasize preciseness and exactness; and Move from existing, logical ways to problem solve Improve innovation when you improve style points:  cognitive style. So, how diverse was your last brain storming session?