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"Notter, Jamie"
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Adapt Company Culture KPIs to the Hybrid Workplace
Subtract the percentage of detractors from the percentage of promoters to get your score, which ranges between negative 100 and plus 100 (an average or good score for an eNPS is in the +10 to +30 range). Because it's only one question, you can ask it quarterly to keep your finger on the pulse of engagement all year long. [...]silos are a classic example of a culture friction-people stay too much in their swim lanes and the lack of collaboration among groups ends up causing prob lems for customers or in operations. Add in other areas of analysis to create an indicator-a red/yellow/ green score that shows your leadership what the priority areas of culture friction are that the TD team is working on this year. [...]if addressing silos is a top priority this year, the quarterly KPIs for your team may include such things as: * Sixty-five percent of staff have completed the basic training in how to use the new intranet (to improve information sharing across departments). * Increase participation in new job shadowing program by 25 percent (helping people learn what other departments do). * One hundred percent of staff have completed conflict resolution training (to help departments deal with conflicting priorities that have prevented collaboration in the past).
Trade Publication Article
The non-obvious guide to employee engagement (for millennial, boomers & everyone else)
If you want your organization to start meeting and exceeding the expectations you have for it, then you need to address the problem of your disengaged workforce. The challenge, however, is that the business world has misunderstood the concept of employee engagement, thus our efforts have been failing--despite years of effort and billions of dollars spent. In this refreshing new book, future-of-work experts Maddie Grant and Jamie Notter reveal a new path for tapping into the power of your people in ways that produce tangible, measurable results. Part of the Non-Obvious Guide series published by IdeaPress, this book will teach you: --How to define employee engagement in a way that connects directly to what makes both your organization and your employees more successful. --Why engagement surveys are so flawed and how to dig into your culture to go beyond \"symptom\" metrics. --When to let those Millennials (and others for that matter) hop to a new job after two years, and when to fight hard to keep them. --Why culture is more important than engagement and what the relationship is between the two. --Real, proven, and actionable advice on how to actually improve engagement. --How to drive engagement even if you're not \"in charge of\" engagement at your company.
Book
Why Millennials Are Make or Break
According to Deloitte, by 2030 almost two billion more consumers will join the global middle class, and they will be a different type of consumer, not as brand-centric as generations past, with limited loyalty to existing brands. [...]it just means that they grew up with access to people higher in the hierarchy (adults), so when they show up in our organizations, they will be expecting the same access. Franchisees are counting on franchisors to understand the impacts of generational shifts on their business models and provide them with leadership on how to intercept this powerhouse of economic opportunity for the future.
Trade Publication Article
Social Leadership
Most leaders are on the social media bandwagon by now. But with all the talk of a social media revolution, the conversation rarely ventures outside of marketing and communications. Mass broadcasting to target audiences is insufficient consumers look to each other to help define its brand. PR crises won't wait -- you need to have people monitoring social media. The first step to solving a problem is admitting you have one -- to be more honest about the failure of management. Explore ways to embrace transparency, support truth and authenticity, and build your capacity for experimentation, failure, and learning. As you become more human, your frustrations with management will dissipate.
Trade Publication Article
THE MOMENT FOR CHANGE
No doubt you participated in extensive interviews with key staff and reviewed qualitative and quantitative data that the organization shared with you during the CEO search process, so you've got at least a high-level familiarity with the organization you are going to lead. [...]some of the things I thought we should change worked out just fine given our context and our people, and we never changed them.\"
Magazine Article