thor's hammer, 2013, top post, Toby Elwin, blog

Top 10 blog posts for 2013, 5 to 1

The top 10 blog views for 2013 continue on with a top 5 countdown to the most requested posts of the year.

Does your organization challenge find a platform within? Or will the might of the project hammer leave all who enter impact stagger out concussed?

Seriously, what were the most viewed posts on: culture, projects, impact assessments, learning? All interests revealed within.

In review: Motivation management is resource management

January 2011 in review.  A roundup of blogs from the previous month: Motivation management is resource management — Leaders, managers, and coworkers are all under intense pressure to manage their motivation to, firstly, show up at work and, secondly, deliver to their expectations and, yes, and to their organization’s expectations.  Juggling our own professional motivation as well as the motivation of others to work with and for you remains a hourly and daily challenge. The bottom line to your organization really is managing motivation as a finite resource.  And to look at motivation as a resource that is easily expendable, easily stored, easily dissipated, and easily wasted. Fistful of beans 01/05/2011 — A fistful of thoughts from a CFO managing 10% unemployment, hiring people with nontraditional backgrounds, the CIO as a change catalyst, developing job hoppers, and big media hypocrisy. …

jimi hendrix, ability, risk, technical, Toby Elwin, blog

Technical ability does little to mitigate risk

Organizations don’t simply run from a strategic plan prescription.  Projected cash flows don’t deliver themselves.  Business units don’t run in a vacuum.  All these efforts take the collaborative knowledge, ability, and skills of people and teams. If you recruit people with evaluation efforts that focus on industry experience, work history, and academic education, evidence shows these human resource tools do not show positive correlation to predict someone’s success within a firm or that a collection of technical wizards would impact a firm’s future success. Technical skill has little to do mitigating operational risk within your organization. Evaluations that include work product, reports, stories, and conversations are qualitative views with only limited insight into someone’s technical ability. Further, these qualitative types of human capital assessments remain highly subjective and are neither quantifiable nor comparative. Only quantitative approaches provide comparative analysis. Important predictive human capital …

darth vader, small business, growth, strategy, Toby Elwin, blog

When a small business should fear growth

Your small business does not have the culture to succeed as a big business.

Initial ad hoc procedures may prove to drive those early revenues and perhaps the same procedures can manage a firm’s expansion to 30 employees, 75 employees, or 100 employees.

As the growth of a firm increases the amount of interactions and the dynamics of each interaction become more important. Repeatability, scalability, and human capital strategies are vital to have in place before growth.

With a Competing Values Framework your current culture and future culture present present your roadmap for intentional growth.

Talent score report brought to you by your credit agency

How’s your credit score? Perhaps I could ask another way, how accurate is your credit score? Perhaps another way, how accurate is your credit score in assessing your talent, management, or leadership potential? According to Equifax, their internal assessments “directly aligns human resources to overall organization goals” and you can read about it here:  Talent Score Report – Talent Management The article is a good read.  But here’s hoping Equifax doesn’t market a talent score product that’s as poorly a constructed mix of irrelevant algorithms as their credit score reports.  We’ve seen the current credit score system has replaced a host of decisions people used to make and this has not led us down a good path, as our recent economy has proven. These reports aren’t just used by your friendly-neighborhood lending agencies, but insurance companies and your utilities and it seems these …

nfl, ryan leaf, recruiting, strategy, Toby Elwin, blog

The NFL draft and your company recruiting strategy

There is little doubt each National Football League (NFL) team spends an extraordinary amount of resources preparing to draft their number 1 pick. An NFL team’s number one pick is intended as the team’s future star and this year the NFL draft has changed their format to glorify the first round draft even more. Sure the NFL draft rounds 2 through round 7 does allow teams to fill their talent needs or find complimentary players, but with upwards of a $30 million guaranteed payout, an NFL team looks at their first draft pick as an impact player and as a team franchise star. However, the NFL has shown the sad state of talent evaluation because something more than technical skill is clearly required to succeed in the NFL. If technical skill was the most important evaluator of future success, then …

Red Sox, Yankees, competing values, Toby Elwin, blog

Competing values drive organization resistance

Organizations, like people, develop.  A start-up has different organization qualities than a 25-year-old, Fortune 500 company.  As operations increase in scale and scope a start-up faces new pressures.  Each increase in production, staffing, or market share increases their operating risk. What worked as a start-up company with a staff of 5 and $500,000 in revenues can no longer manage the same way with a staff of 85 and $2.5 million in revenues. Merely doubling the numbers, however, risks compounding the challenge of planned, intentional human capital growth to meet financial and intellectual capacity. Competing Values is Not Myers Briggs Frustration over organization culture, values, and communication many times comes down to values and interpretations: enter the Myers-Briggs Type Indicator (MBTI) assessments that seem the rage. The MBTI assessment focus on the individual and the individual to convey and manage both …