JoAnn Corley-Schwarzkopf - ReThink Leadership Podcast

Ever heard the phrase "change is hard'?
I think there is a bit of a misunderstanding about that phrase. In reality there is a range of "change capabilities". Depending on the context, change can be in an instant or permanent change can take time.
I've learned over the years that change can be immediate, but transformation... does takes time. And this is a crucial mind-set for leaders when trying to achieve operational change of any kind. Unrealistic expectations lead to lots of unnecessary stress and poor planning and can waste time, money and talent.
So, What About Change is Hard?
What is hard...really hard...is what leads up to change. Getting to the point of change is the tough part. Here's what I mean.
In the work I do, helping companies achieve better results through leadership and management development, I help decision-makers get to the point of deciding to initiate change...to their benefit.
Even with all the evidence and constant discussion about the epidemic of incompetent or bad managers and with virtually everyone agreeing that good managers are needed...getting decision-makers to the decision of employing management training is tough. If it wasn't, it'd be pervasive. In fact, almost every company would have it as a part of their business development plan.
But we know that just is not happening. Ever wondered why?
Think about it for a moment. Why is the decision to do something so obviously needed so difficult to do?
Well, the ultimate answer I believe is fear. But there's more. And the more... are 3 undeniable truths about change. I call them "change saboteurs"
Read the complete text here: https://www.joanncorleyspeaks.com/2019/11/3-undeniable-truths-that-sabotage.html
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"People don't leave jobs, they leave bosses.'"
This is a very popular phrase that circles around the HR and management community a lot...and in fact has been doing so even during the time I was a recruiter some 25+ years ago. And, in all that time has consistently proven to be true.
However, I'd like to frame this truth in a different way. People don't leave jobs, they leave relationships. Because, in essence, that's what we're talking about. Leaving anyone, boss or not, is leaving a relationship.
What they are leaving is the way they are being treated. Read full text here: https://www.joanncorleyspeaks.com/2019/11/people-dont-leave-jobs-they-leave.html
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If not, you're missing out... One of the elements of business I'm becoming more and more committed to - for myself and clients - is that of simplicity.

I'm also devoted to spend my time providing insights and information from a different point of view that provides meaningful value...that is if you spend your precious time reading my blog...at the end of each post you'll think, "Well, that was worth it."
From my experience, that different point of view is seeing business through a very simple lens. Here's the lens: all things business are derived from human behavior. It has become a very defined view over the years and its benefits are enormous for this who are willing to see as I do.
2 Simple Principles of Business You Should KnowBecause of this refined view, I see business in a much simpler way than I did when I first started my own business some 20+ years ago.
After working with thousands of employees and their managers throughout North American over those past years, I've observed and have narrowed down the main, overriding issues to success in business and they are human behavior and relationships... and note how one naturally impacts the other in business outcomes.
Read full text here: https://www.joanncorleyspeaks.com/2019/10/do-you-carry-this-critical-point-of.html
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"If we all think alike -- no one is thinking very much." - Walt Whitman Let me get straight to the point. One key element contributing to the dilemma of creative thinking in the workplace is fear of diversity -- fear of "too" different. You see this "too different" causes discomfort. This is the "get out of our comfort zone" we don't consider and resist.

The comfort zone we usually address is pushing ourselves to grow, moving beyond where we currently are as our choice on our terms. This is the one most familiar when we use that phrase.
But, there's another. I call it "the diversity "dis"comfort zone". This one allows others - much different than us - to come into our zone and be truly who they are even if it causes discomfort and in some cases we have to do the work to be accepting, receiving, embracing no matter the level of that discomfort. Read the full text here: https://www.joanncorleyspeaks.com/2016/06/the-dilemma-of-creative-thinking-in.html
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Listen here:
Hiring...talent acquisition is in a perpetual state of handicap.
If you were new to recruiting-hiring and took a moment to scan the breath of recourses available, it's likely you'd be completely overwhelmed. Getting a grasp on effective hiring can turn into a continual game of chasing a rabbit down a rabbit hole...not quite knowing where you'll end up...just crossing your fingers the route you're taking will get somewhere close to where you'd like to end up.
As someone who's been in the space of talent management for over 20 years, spending my early days as a recruiter at a INC 500 boutique recruiting firm in Chicago, I've seen the evolution in the hiring industry to the point where I think it's become complicated and excessive. Hiring just does not have to be that involved and complicated. I know it can be done quicker and better.
Here's Why - Breaking it Down
Let's consider a different approach. Let's look at recruiting through the lens of human behavior - doing so provides needed clarity and refreshing simplicity. Here's what I mean.
When looking to hire, what you are ultimately looking for is a behavior that achieves a desired result. You're looking for behaviors that are driven and shaped by a knowledge base, thinking, emotions, attitudes, capacity, aptitude and experience (which we assume develops skills. By the way this is not always true - experience does not necessarily equal competence).
When you adopt this point of view, you'll begin to first of all read a resume very differently and hopefully draw the same conclusion I have over the years. Many people can do many jobs, with the exception of very distinct technical knowledge and/or capabilities (and even some of those can be acquired over time).
What does this mean? Many recruiters and hiring managers have overlooked many people they could have hired and done certain jobs perfectly well...saving tremendous amounts of recruiting time, money and aggravation.
This principle is another reason why some hiring managers use pre-hire behavioral assessments utilizing a great foundational principle - hire the best behavioral fit.
What does this mean? Another way I like to term it is - natural vs needed. If you can match the needed behaviors (skills, capabilities etc. reflected in the job description) with what is most natural - (or preferred behaviors) the newly hired employee would quickly and easily contribute at a high level with little ramp-up time. (I like to use contribute vs. perform).
Natural implies easy, less effort (effort-less), automatic. The added bonus?... in many cases when something is natural and easy, it's more enjoyable.
A couple of good interview questions to flush this out might go like this:
> "Looking at your resume, what activity do you do with the least amount of effort (or feels effortless)... or enjoy most (and/or) to the point you'd do it whether paid or not?"
> Is there anything beyond your resume that you truly enjoy doing?
Pay attention to 2 key hiring elements here - natural and most enjoy. This is way beyond just "can you do the job". Keep in mind the fact that some folks have been doing jobs for years they don't necessarily enjoy. Do you want to hire someone like that? They could be very skilled at being miserable.
If someone naturally enjoys doing something, they will be naturally motivated to do so and will require less external management to do it. This is key!
Motivation is an incredibly valuable "human resource" and one that is most challenging with managers. In almost every management training I've ever conducted, motivating employees was the most popular frustration point expressed. This frustration could be greatly minimized with a more sophisticated approach to hiring.
The natural vs. needed point of view comes not just from my expertise related to human behavior in business, but also the many years spent as a career coach - particularly helping folks through a career change.
My friend Sue is a perfect example - frustrated with teaching, she was ready to do something different. One of the self-assessment exercises I took her through was looking at areas of her life for which she was known for something - aka - did naturally.
Something dramatically stood out. In our group of friends, she was known as the go to person for getting sound advice. She was a great listener and regularly shared sage wisdom and being with her was like snuggling up with a warm blanket - you felt safe, secure and loved.
Knowing Sue, she has that kind of natural personality. She loves helping people by way of listening, enabling them to feel safe so they can open up to levels needed to sort through their thinking as they add...