HOW TO UNLEASH AND SUSTAIN FIERCE EXECUTION AND NONSTOP INNOVATION
TALENT, CULTURE AND THE NEW WORLD OF WORK
Business today is about distinctive competitive strategies, game-changing technologies, and creative social media and marketing. But the most successful organizations, those built on fierce executive and nonstop innovation, work as distinctively as they compete. The first question great organizations can answer is: What separates us from our rivals in the marketplace? But the next question is: What holds us together as colleagues in the workplace? In an era of brash ideas and disruptive business models, organizations that create the most extraordinary value are the ones that generate the most widely shared sense of commitment, connection, and compassion among colleagues. Whether you’re in a fast-moving technology field or a more traditional, slow-to-change industry, your organization can’t be exceptional in the marketplace unless it creates something exceptional in the workplace. In a keynote that is at once highly strategic and deeply human, Bill Taylor draws on his access to some of the world’s most high-performing and creative workplaces to explore how organizations can unleash and sustain a culture of fierce execution and nonstop innovation. His ideas, lessons, diagnostics, and case studies are a pragmatic guide to the new world of work and a cutting-edge agenda for recruiting, evaluating, organizing, and retaining talent.
Among the questions he helps organizations and their leaders answer are:
Why should great people join your organization? The best leaders understand that the best rank-and-file performers aren’t motivated primarily by money. Great people want to work on exciting projects. Great people want to feel like impact players inside their organizations. Great people want to be surrounded with and challenged by other great people. Put simply, great people want to feel like they’re part of something greater than themselves.
Do you know a great person when you see one? In the most high-performing organizations, character counts for as much as credentials. In other words, at organizations that are serious about competing on talent, who you are as a person is as important as what you know at a moment in time. There’s a hard-headed business logic to this soft-hearted mindset. Companies with a distinctive set of ideas about how to create value in the marketplace need people whose values are in sync with that strategy. So the challenges becomes designing ways to figure out what makes people tick, not just how smart they are.
Are you great at teaching great people how your organization works and wins? Even the most highly focused specialists (programmers, designers, marketers) are at their best when they appreciate how the whole business operates and what determines whether it wins or loses in the marketplace. That’s partly a matter of sharing financial statements: Can every person learn how to think like a businessperson? But it’s mainly a matter of shared understanding: Can smart people work on making everyone else in the organization smarter about the business?
Does your organization work as distinctively as it competes? It’s a simple question with huge implications for productivity and performance. Leaders who are determined to elevate the people factor in business understand that the real work begins once talented people walk through the door. As you fill your organization with stars, it’s up to you to keep them aligned—to master the interaction between stars and systems that defines what it means to be a member of your organization and the sorts of promises and commitment colleagues make to one another.