How to build and retain high performing employees? | Laletha Nithiyanandan

How to build and retain high performing employees? | Laletha Nithiyanandan

Are you really an HR if you have not spent hours chasing the ideal high performing employees for your team? We are willing to bet you won’t feel legit without doing it. But what if, perpetual high performance was a myth after all? In conversation with Laletha Nithiyanandan from BoP Hub, we uncover the truth of 10x employees. We’ll primary discuss:
  • What are the misconceptions around the idea of “10x employees” or high-performing individuals?1 The speakers discuss the problematic tendency to rank and classify individuals, focusing on top and bottom performers while neglecting the majority, and the misconception that individual brilliance is the key to success. They challenge the idea that some people are inherently 10x and advocate for focusing on team performance instead.
  • What defines a high-performing team and how can managers foster it? The speakers discuss what constitutes a high-performing team, emphasizing that it’s not just about individual performance but also about teamwork, shared values, and the ability to function well even without direct supervision. They also touch on the importance of hiring people who complement each other’s skills and perspectives.
  • How can managers effectively support team members who are not consistently high performers, and avoid the pitfalls of overworking and micromanaging? The discussion covers how to manage performance fluctuations, the importance of coaching and feedback, and how to understand the underlying reasons for dips in performance. They highlight the danger of assuming that all employees are driven by the same goals or that pushing for high performance is always beneficial and the importance of self-reflection from managers

Laletha is the Executive Director at BoP, where she focuses on helping leaders build their dream teams. She facilitates sustainable development for people managers by combining behavioral science with practical leadership and management practices.

Connect with Laletha: LinkedIn

  • Individuals are not machines: The term “10x employee” is problematic because it treats people like machines, overlooking their emotions and personal challenges.
  • Team performance is paramount: High performance is more about the team than the individual. Focusing on individual “stars” can create toxicity and neglect the majority of the team.
  • Performance is not linear: Performance fluctuates, and managers should be comfortable with this. It is important to understand the reasons for changes in performance and support the individual. As managers, we end up setting unfair expectations from high performing employees and resultantly fail them when they need support.
  • Managers should focus on coaching and development: High performing employees are not dropped out of thin air. You have a key part in building them as a manager. Instead of focusing solely on results, managers should coach their team members, provide constructive feedback, and empower them to take initiative.
  • Effective communication is key: Short, frequent, and informal conversations are more impactful than long, formal reviews. You should ask good questions that empower your team and give them opportunities to shine.
  • Understanding individual needs is crucial: Not everyone is motivated by the same things. Some people are happy with a stable job and work-life balance. Managers should respect these differences.
  • Managers need self-awareness and self-care: Managers need to reflect on their own behaviors and be aware of their biases. As a manager, you should practice self-care and avoid transferring your stress to your teams
Read more: High potentials vs high performers: 10 steps for managers to make them reach heights

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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How to give a constructive feedback? | Gurleen Baruah

How to give a constructive feedback? | Gurleen Baruah

Giving constructive feedback to help the team achieve more is one of the primary tasks of a manager. But, without the right training and preparation, most managers find themselves struggling in feedback conversations. As per our study of people managers using Risely, about 42% of managers need to take frequent follow-ups about things from their teams. It happens when managers are unable to set the right expectations and explain goals to be met properly. In this conversation with Ashish and Gurleen, we try to solve the riddle of how to give a constructive feedback to a team member, focusing on three primary questions:
  • What is the fundamental purpose of giving feedback?
  • What is a good framework or technique for giving constructive feedback and when should it be given?
  • How can feedback be given in a way that is not demotivating?

Gurleen Baruah is founder of That Culture Thing, a management consulting firm led by business psychologists, marketers, and academicians, aimed at helping organizations be significantly more efficient, effective, and financially profitable using Human Capital.

Connect with Gurleen: LinkedIn

The primary purpose of constructive feedback is to help individuals grow and improve, contributing to both their career development of the people in your team and the achievement of organizational goals. Feedback is a mechanism to help individuals build their careers, not just in an organization but in general. Based on the discussion between Ashish and Gurleen, we can understand a few key points about how to give a constructive feedback effectively:
  • The STAR feedback method (Situation, Task, Action, Result) is a useful technique for providing specific feedback that focuses on behaviors and impact. It provides a structure for feedback conversations and helps in making it more specific.
  • Feedback should ideally be given almost immediately after the event to be most impactful. However, it’s important to consider the emotional state of the receiver. When emotions are high, it’s better to allow some time for the individual to calm down before giving feedback.
  • Feedback should be growth-oriented, focusing on helping the person improve rather than just pointing out mistakes. It should be delivered with genuine care for the individual’s well-being and professional growth. You can explore more with exercises for constructive feedback shared here.
  • Humility is crucial when giving feedback; recognize that your perspective is not the only one, and there could be different versions of the truth. Feedback is a dialogue between two people and not a one-person conversation. As a manager, you should be open to feedback along with being comfortable with giving it to your team.
  • Trust and psychological safety are essential for feedback to be received well. A lack of trust in the workplace will make your people receive feedback as criticism rather than an opportunity for growth. A psychologically safe environment allows for open challenge and feedback.
  • It is important to distinguish between critical feedback and negative feedback. Critical feedback is often viewed as mean and offensive, which is a myth. Feedback should not be used as a checklist exercise and the language used is important.
All in all, feedback makes or breaks your team. Don’t let common misunderstandings about feedback impact your team’s journey.

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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Assertive Conflict Resolution Techniques | Brenda Hooper

Assertive Conflict Resolution Techniques | Brenda Hooper

Can assertive communication help you out in resolving conflicts? In this podcast conversation, we have Brenda Hooper, an experienced executive coach joining us to show how managers can effectively use assertive communication techniques for conflict management in their teams. In this podcast, Ashish and Brenda talk about:
  • Why is assertive communication important for managers, especially in conflict scenarios? We explore how assertiveness builds confidence in managers and their teams, and allows everyone to be heard and understood.
  • What is assertiveness, and how does it differ from passive and aggressive communication styles? Assertiveness is often misunderstood and confused with aggression, but we will use personal examples of passive and aggressive behaviors to clarify the differences.
  • How can managers use assertive communication techniques to resolve conflicts effectively? Using a role-play conflict scenario to techniques such as active listening, acknowledging feelings, setting terms of engagement, and asking probing questions during a conflict.

Brenda Hooper is a executive coach, trainer and mediator, helping organizations achieve faster and more sustainable results with a unique approach of fusing Systemic Team Coaching, Conversational IQ, and precision assessments to equip senior leaders with actionable insights.

She is a founder at Discussions by Design Training & Coaching Services for leaders and senior executives.

Connect with Brenda: LinkedIn

Assertiveness is crucial for effective conflict management. It enables managers to navigate conflict confidently, ensuring everyone’s voice is heard and respected. It is not about winning, but about finding a mutually satisfactory resolution. A key point to remember is that assertiveness differs from both passive and aggressive behaviors, even though there are common minunderstandings. Passive behavior involves avoiding conflict or shutting down, while aggressive behavior is about overpowering others to win. Passive-aggressive behavior can be unpredictable and difficult to manage. Read more about the difference here: Assertiveness vs. Aggressiveness: How to be an effective leader?

What are some assertive communication conflict resolution techniques that managers can try?

The discussion highlighted that people often adopt conflict management styles based on their childhood experiences. Recognizing these patterns can help individuals develop more constructive ways of handling conflict. By actively working using assertive communication as a conflict resolution method, managers should note that:
  • Active listening and empathy are fundamental to assertive communication: Acknowledging others’ feelings and perspectives is essential for building trust and moving toward resolution.
  • Setting terms of engagement helps in productive conversations: Establishing ground rules for communication, such as avoiding raised voices, can help create a respectful environment for conflict resolution.
  • Probing questions and seeking clarification are important: Asking questions to understand the situation better and avoiding assumptions helps facilitate resolution.
  • Managers should not make assumptions about the person’s intention during conflict: It’s important to understand the person’s perspective, and what’s happening “below the line” that one might not be seeing or hearing
Remember, conflicts are part and parcel of working with a team. As a manager today, conflict resolution is one of the most important things you will do because the humane side of managers is called into action more and more. Yet, when managers are untrained, they shy away from conflict. At times, this avoidance festers long-term problems and leads to more trouble for the entire team. Assertively walking your way through conflicts is the way to go for smart managers.

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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What’s Culture Add and Culture Fit? | Victor Bullara

What’s Culture Add and Culture Fit? | Victor Bullara

Do we hire for culture, or not? This has been a long raging debate. We create our take on this dialogue with Victor and Ashish discussing the differences between culture add and culture fit.
  • Should organizations hire for culture fit, and if not, what is a better approach? We start the discussion by questioning the traditional practice of hiring for “culture fit” and explore why it might not be effective.
  • What is the concept of “culture add,” and how does it differ from “culture fit”? We then move to defining and understanding the concept of culture add as an alternative to culture fit.
  • How can organizations effectively implement culture add in their hiring processes? We think about practical strategies for building cultural diversity, including retooling applicant tracking systems, updating interview approaches, and educating hiring managers.

Victor Bullara is a seasoned HR professional with extensive experience in leadership hiring and development. He has held key positions at EY, DDI, and as a Chief HR Officer, giving him a broad perspective on organizational leadership challenges.

Victor has been involved in the hiring of around 100 to 150 leaders and has interviewed approximately 1000 leaders. He brings a wealth of knowledge in talent acquisition, executive coaching, and leadership assessment

Connect with him: LinkedIn

The big trouble of the present is that cultural fit leads to conformity and a lack of diversity. As Victor highlights in the conversations, hiring for cultural fit often results in a “just like me” mentality, where people from similar backgrounds are favored, hindering diversity. The challenge to diversity is not just a superficial one; it limits a team’s growth by creating an ongoing loop of similar people and thinking patterns. Traditional cultural initiatives often fail. Many companies spend significant amounts of money on culture-related activities, but only a small percentage of employees feel that their co-workers are committed to the organization’s values, and executives don’t fully understand the company’s culture. This problem is multiplied when we are just hiring for culture and not bringing new voices into the fold.

So, what makes culture add an attractive option?

Culture add shifts the emphasis towards valuing individuals who bring unique perspectives experience and backgrounds to an organization.
  • Culture add focuses on unique perspectives. It emphasizes the value of bringing individuals with diverse backgrounds, experiences, and perspectives to an organization.
  • Culture is not static. Organizational culture should not be viewed as a fixed entity but rather as a fluid concept that evolves over time with each individual’s contribution6.
  • Culture add improves diversity and competitiveness. By hiring for culture add, companies can improve diversity, gain a competitive edge, and bring new ideas and ways of thinking into the company.
Implementing culture add requires changes in hiring processes. To effectively hire for culture add, companies need to retool their applicant tracking systems, define the competencies of an addition to the culture, educate hiring managers, and adapt interview processes. Behavioral interviews are important in assessing culture add. Behavioral questions like “tell me about a time when…” are key to assessing whether a candidate demonstrates the key competencies of culture add. There’s a clear line of reasoning in support of culture add. The challenge for HR teams mostly lies in implementing the ideas, tweaking their hiring processes and then training recruiters in the new systems once again.

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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What’s the Impact of Using AI in Hiring? | Victor Bullara

What’s the Impact of Using AI in Hiring? | Victor Bullara

AI is reaching everything a workplace offers, and the HR desk is no different. While the use of AI in hiring promises many potential benefits, there are legitimate questions to answer before proceeding. The problematic biases AI systems often inherit from their training data are the biggest challenge when applying AI to a people-facing domain. In this podcast with Victor and Ashish, we discuss the possibilities and challenges that the introduction of AI in hiring processes presents. Broadly, we speak about:
  • How does AI intertwine with the future of interviewing? This overarching question sets the stage for the entire discussion, exploring the increasing role of AI in recruitment processes.
  • What are the pros and cons of AI in the recruitment process? We explore AI’s advantages (efficiency, reduced bias) and disadvantages (potential for bias, reduced candidate experience) in hiring.
  • What aspects of the hiring process should remain under human control, and what can AI not replace? Balance is always needed. We dive into the critical issue of balancing AI with human judgment, emphasizing the importance of human interaction and decision-making in hiring.

Victor Bullara is a seasoned HR professional with extensive experience in leadership hiring and development. He has held key positions at EY, DDI, and as a Chief HR Officer, giving him a broad perspective on organizational leadership challenges.

Victor has been involved in the hiring of around 100 to 150 leaders and has interviewed approximately 1000 leaders. He brings a wealth of knowledge in talent acquisition, executive coaching, and leadership assessment

Connect with him: LinkedIn

AI is rapidly changing the landscape of recruitment, with applications ranging from automated resume screening to AI-powered chatbots and predictive analytics. AI tools are becoming increasingly sophisticated and gaining more spots in workflows. Even candidates are taking the help of AI tools to prepare for the interviews. As a result, we get more and more people trained in a specific pattern. Methods like behavioral interviewing and STAR are needed to bring out the humane side of candidates in interview conversations.
While AI offers numerous benefits, such as improved efficiency and reduced bias in recruitment, it also presents challenges. These challenges include the risk of biased AI models, the potential for a degraded candidate experience, and the possibility of missing out on strong candidates due to over-reliance on automated systems. Remembering that AI is only as good as the data it is trained on is important. Thus, you should always ask yourself, are we getting the best candidates, or missing out?

“You cannot let the system make decisions.”

AI should complement, not replace, human decision-making in the hiring process. It can be a strong enabler, but human oversight is essential to ensure that decisions are objective and based on a holistic assessment of the candidates. Human interaction in the hiring process is important for a positive candidate experience because simply interacting with an AI system will not give them insight into the company’s culture and leadership behavior.

Focus on training hiring teams and good candidate experience.

AI in hiring needs a balance. You need to train hiring managers, interviewers, and recruiters on how to effectively utilize AI tools and interpret AI-generated data. Additionally, they should be trained in behavioral interviewing techniques to assess candidates more thoroughly, especially at an age when candidates are more prepared due to AI. This actually ties into a bigger problem, which is the lack of focus from organizations when it comes to training the hiring and recruitment teams. Companies must prioritize creating a positive candidate experience that includes in-depth interviews, multiple perspectives, and interaction with company stakeholders and not rely solely on chatbots. A lack of interaction with company leadership during the hiring process can negatively impact a candidate’s perception of a company and thus harm your employer brand. To sum things up, AI in hiring is both a helping hand and a challenge for HR teams to handle. The key is to not lose control and harness it effectively.

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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Mastering Leadership Hiring | Victor Bullara

Mastering Leadership Hiring | Victor Bullara

Hiring the right leaders is critical to the success of your business. In this episode, Ashish is joined by Victor Bullara to talk about leadership hiring in organizations. We speak about:
  1. How effective are organizations at hiring leaders? Organizations are not very effective at hiring leaders, with only 12% reporting a strong leadership bench. Additionally, many external hires of CEOs fail within 18 months. This highlights significant shortcomings in both internal development and external hiring practices.
  2. Where should organizations source leaders from? Traditionally, companies hire leaders from direct competitors or adjacent industries. However, there is a growing trend towards hiring from parallel industries, looking at skills rather than just industry experience. This is due to lack of diversity that arises when you are hiring leaders from direct competitors and the need for innovators.
  3. What key qualities should organizations look for while hiring leaders today? The most critical qualities to evaluate during leadership hiring today include adaptability and resilience, emotional intelligence and cultural sensitivity, and being a strategic thinker. These are more important now than they were five years ago.

Victor Bullara is a seasoned HR professional with extensive experience in leadership hiring and development. He has held key positions at EY, DDI, and as a Chief HR Officer, giving him a broad perspective on organizational leadership challenges.

Victor has been involved in the hiring of around 100 to 150 leaders and has interviewed approximately 1000 leaders. He brings a wealth of knowledge in talent acquisition, executive coaching, and leadership assessment

Connect with him: LinkedIn

Cultural integration is bigger than technical integration.
– Victor Bullara, Executive Coach
  • Leadership Bench Strength is Declining: The data from DDI reveals that only 12% of organizations consider their leadership bench strong, indicating a serious need to improve internal leadership development. Organizations with strong leadership benches are 10 times more likely to have employees rate their quality as very good or excellent.
  • Rethink Hiring Sources: The traditional approach of hiring from direct competitors has led to a lack of diversity. Ashish suggests that we should consider parallel industries and focus on skills and expertise rather than just experience when hiring leaders.
  • Focus on Key Competencies: The qualities you focus on make all the difference to who ends up joining your team. Prioritize adaptability and resilience, emotional intelligence, cultural sensitivity, and strategic thinking as essential qualities in leaders.
  • Build vs. Buy Requires a Solid Foundation: If organizations choose to build leaders internally, they must do it effectively, with objective assessments and committed development plans. A weak foundation has caused the leadership bench to worsen over time and that further raises the costs, because leadership hiring is more expensive than leadership development.
  • Behavioral Interviewing is Key: Using behavioral interviewing techniques, such as the STAR method (Situation, Task, Action, Result), helps assess candidates’ competencies. The goal is to understand a candidates’ behaviors, the actions they take, and their results. The interviewer should listen intently and engage with the candidate, keeping the interview positive.
  • Executive Transition is Critical: Organizations must have a solid executive transition and onboarding process to prevent new leaders from imposing their previous company’s culture. This process should focus on assimilation over about six months.
  • Cultural Integration Matters: Cultural integration is as important as technical integration. When integrating acquired companies or new leaders, address cultural aspects to avoid conflicts and project setbacks

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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