If your competitive advantage depends on your people creating something valuable and distinctive, then your workforce can't be normal. To get your extraordinary results, you are going to have to build yourself a workforce that is extraordinary in a way that customers care about. To build a great organization, you need to build a strange workforce.
"Make your workforce strange may sound like a gimmick or perhaps you think that you already employ enough strange people but I like the concepts behind the Change To Strange book. The key to success is differentiation. How your people look and act and what they say is a very effective way to make that differentiation visible to customers and tangible in the service that they receive." Business Coaching
Recognizing talent is a leader’s most needed task. Today, more than ever, an organization’s fate depends on its ability to identify, coach, retain and, when needed, replace talent. The simple answer to what is talent: is achievement. Talent without achievement is reduced to only potential. Let’s start by discussing the seven
The Future of Work explores the new behaviors, new technologies, and the new people entering the workforce, focusing on: how the traditional command and control leadership model is dead; working with and for Millennials, who expect to be doing meaningful work, share their voice, and want rapid feedback; how to adapt
Peek out your office door and take a good look at your employees. With the exception of a few royal pains, you've got a nice group of people. By and large, they do good work, they get along with you and one another and they're generally well intentioned. But, are they
Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable.In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees from front line to C-suite at
Building a Magnetic Culture explains what engages and motivates employees and how to create an environment in which employees can thrive. Drawing on years of research and real-world examples from his consulting experience, the author gives you the strategies and tactics you need to transform your company by creating and sustaining
To bring your words and concepts down to earth and make them usable, we need to figure out a way to measure them.
There should be a small number of very salient attributes that your target customers can look in their heads about your organization.
Remember, acting just like your competitors is very risky, it only feels safe because no one is laughing at you.
If you think of everything your organization does and creates as means then organizational outcomes are the ends.
Maybe having a strange workforce sounds a little risky to you because being different from normal doesn't sound comfortable and doesn't sound like you'd fit in.
If your competitive advantage depends on your people creating something valuable and distinctive, then your workforce can't be normal.