Tag Archives: China Gorman

AT&T, JAG and the Talent Deficit

In my post yesterday, I suggested that employers will need to start making strategic partnerships with education institutions and economic development organizations, among others, to start dealing with the upcoming acute shortage of workers who have graduated from high school and have some college under their belt.

A great example of this came to my attention yesterday.  On Monday AT&T announced an investment of $250,000,000 over the next five years to improve high school graduation rates.  Here’s how their announcement began:  “ As access to skilled workers becomes increasingly vital to the U.S. economy, AT&T is launching a quarter-billion-dollar campaign to help more students graduate from high school ready for careers and college, and to ensure the country is better prepared to meet global competition.”

Investing in JAG – Jobs for America’s Graduates – is an example of strategic corporate investment in the future of the talent pipeline.  JAG, the most effective program of its kind – is a state-based national non-profit organization dedicated to preventing dropouts among young people who are most at-risk.  In more than three decades of operation, JAG has delivered consistent, compelling results – helping nearly three-quarters of a million young people stay in school through graduation, pursue post-secondary education and secure quality entry-level jobs leading to career advancement opportunities.  The kids in the AT&T Aspire video are great examples of JAG at work in the trenches.

Who wouldn’t hire those kids?

I ended my Data Point Tuesday post yesterday with this imperative:  “The sooner talent acquisition professionals and learning/development professionals in organizations begin to work together on workforce planning and tackling the education deficit, the sooner the talent pipeline will begin to be prepared for 46 million new jobs.”

Looks like AT&T is out in front.  Again!

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Filed under Aspire, AT&T, China Gorman, Education Deficit, High School Graduation Rates, JAG, Job Creation, Talent pipeline, Uncategorized

If I could change one thing about HR…

My friend Michael Carty and his colleagues at Xpert HR in the U.K. (whom I have never met!) invited me to contribute to their blog series: If I could change one thing about HR…

Please visit my guest post there at http://www.xperthr.co.uk/blogs/employment-intelligence/2010/12/china-gorman-if-i-could-change.html



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Filed under Business Success, China Gorman, HR, Leadership, Uncategorized, Xpert HR

Estate planning or legacy creation?

I love it when convergence happens.  I’ve been wrestling with something for the last few weeks and it all came together for me yesterday. 

For the past few weeks my husband and I have been doing something we should have done about 10 years ago:  we’re doing estate planning that includes updating our wills, establishing a trust, selecting trustees, the whole nine yards. 

 We interviewed attorneys, consulted with friends, asked questions:  all the things rational people do when they start a rational process like this.  What no one told us about was the emotional side of this process.  More than figuring out to whom we should leave what things, we were planning for a future that neither of us wanted.  We were making decisions that would be implemented if I pass before my husband.  Or if he passes before me.  Or if we go together.  No matter how you look at it, we were spending time doing rational planning for an unsatisfactory future with a hugely negative, emotional component.  

 And it was hard, not at all fun and stressful.  And it culminated in a fight – something we rarely do.  What helped us got over the fight quickly was the realization that we weren’t fighting over how to divide stuff between our two families if we went out together; rather, we had allowed fear to overshadow our thinking and our emotions.  Fear of a life without the other and all that meant.  We gave in and lashed out.  Dumb.  But human.  And then we recovered and moved forward quickly and harmoniously making the right rational decisions to get this process finished. 

 But I was missing something.  And that nagged at me.

 So here’s the convergence.  Yesterday I attended a fundraising luncheon for the YWCA of Silicon Valley expertly organized by a dear friend.  It was an outstanding event.  We heard from people whose lives had been saved or restored by this agency’s outstanding work.  The stories were inspiring testimonies of the results of caring and the power of a second chance.  And they had something else in common:  these survivors were working on something bigger.  They were capitalizing on their second chances by making sure their lives have real meaning for their families and their communities.  They are purposefully creating a lasting positive legacy.

 These stories were followed by a keynote speech given by Doris Kearns Goodwin, historian of U.S. presidents.  She is an extraordinarily powerful speaker who talked about LBJ, FDR and Eleanor, and Abraham Lincoln.  She talked about them in terms of what they thought about their legacies.  She shared stories about LBJ and his profound sadness that the failures of Viet Nam wiped out, in his mind, the civil rights progress that were gained during his presidency.  She discussed Eleanor Roosevelt’s tireless work to support and even create her husband’s legacy and as well as her own place in history.  And she detailed Lincoln’s stubborn recovery from deep depression and potential suicide because he had not yet created an impact that would leave proof of his life in history. 

 And I began to connect the dots.

 Over dinner last night a good friend and I discussed this concept of legacy.  And it created an entirely different context for the estate planning process my husband and I have been going through.  In addition to getting our physical legacy in order, we really should be focused on getting our meta-physical legacy in order.  We should be thinking about how we add value to the lives of the people we love and how we want to do more of that before we’re gone.  We should be thinking about the legacies we want to leave in our professional lives and in our communities.  That’s true estate planning.  And that’s what we’re really working on.

 Money is just money.  But the outcomes of being an influence for good last longer.  Stuff is just stuff.  But the impact on people’s lives of a life lived ethically that is focused on leaving each situation better than it was found can be profound.  That’s the estate we want to continue to build.  That’s the legacy we want to leave. 

 In the grand scope of things, I hope that our physical estate will provide some joy and financial stability to our loved ones.  But that’s not the legacy that matters to me.  Our true legacy is the productive and moral lives lived by the student athletes my husband has coached throughout his career.  Our true legacy is the enriched and productive lives lived by those I have led and whose careers I have supported through my leadership career. 

 The stuff and money will be short lived and impact a few.  It’s my hope that our true legacy will live in big and small ways in all the individual lives we’ve been blessed to touch.  That’s my kind of estate planning.  And it doesn’t seem so negative and stressful any more.

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Unemployed…and grateful

Trish McFarlane wrote a post over at HRRingleader a couple of weeks ago about gratitude.  I loved that post.  Not because she mentioned me, but because I know what a powerful force for good gratitude is. 

And she got me thinking about my life and the gratitude I feel every day for the people in my life, the experiences I’ve had and the extraordinary life I’ve led.  I’ve been afforded opportunities that a middle class kid who grew up in a small town in Michigan couldn’t even begin to imagine.  My parents instilled in me the belief that I could do anything – but not even they could have conceived of the path my life would take.

 My grandparents made it possible for me to attend an outstanding boarding school when the school system in my town was nearly broke and broken.  I was able to excel at an equally outstanding small liberal arts college and made friends that last today.  I met and married my soul mate who has provided love, support and more fun than should be legal for almost 30 years. 

As my career unfolded it has afforded me the opportunity to lead teams of gifted professionals, to travel the world to support my organizations and to work alongside some pretty impressive intellects housed in some of the finest people I’ve ever met.  I’ve served on the boards of several non-profit organizations that are making real differences in our world and I’ve been blessed by involvement in my faith community.

 Most recently I’ve been filled with wonder and gratitude for the way my community of friends have been supporting my job search.  It’s hard to make an executive transition these days.  It’s easy to feel like a tiny sliver in a bad pie chart.  The news is never positive about job growth and the messages from the press seem to target job seekers with ever more depressing reasons why we’ll never find our next situation – or if we do, how drastically under employed and unfulfilled we’ll be.

 But you know what?  My friends and professional network are incredible.  They keep me focused on a positive outcome.  They send me leads.  They introduce me to their colleagues.  They introduce me to executive search firms.  And they give me encouragement. 

 And you know what else?  I’ve never met some of these folks face to face.  We’ve connected through social media – and I don’t just mean LinkedIn.  We comment on each others’ blogs.  We tweet.  We email each other.  And we talk to each other on the phone.  And when they’re in town they call and we get together.  Sometimes for the first time.

 I know how powerful gratitude is.  It can change your health.  It can change your job.  It can change your life.  And I’m sitting here in my beautiful home office, with my sweet dog next to me and my amazing husband down the hall and I’m grateful.  Grateful for all the good in my life.  Grateful for all the good people in my life.  Grateful for all the opportunities I’ve had and will continue to have to do good in my life and make a positive difference.  And thinking that, even without a job, I’m amply employed.  And unspeakably grateful.

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Filed under China Gorman, Gratitude, Social Media

How to open an HR conference!

 I’m that voice that’s been saying “Really? Movie stars as keynoters at HR conferences?  Really?  How’s this going to help me be a more strategic business leader?” 

 While I was at SHRM I was successful in influencing the team to select more keynoters who had real connections to business and HR success.  Business thought leaders like Jack Welch, Anne Mulcahy, Ted Childs, John Kotter and Steve Forbes.  I’ve never understood the fascination with movie and tv stars as keynoters at HR conferences – other than everyone loves movie and tv stars.  I’ve held the position that HR conferences should bring relevant business content from real thought leaders to the attendees.  So when I saw that HR Southwest’s opening keynote was a two person comedy/juggling act, I thought, “Oh brother.  Here we go…”

 But here’s the thing:  they were fabulous!  Let me paint the picture.  We’re in Fort Worth.  It was 8:15 on Monday morning.  It was Columbus Day — a holiday in many workplaces.  Both the Rangers and the Cowboys had played at home the day before – and lost.  And it’s a commuter conference (a large majority of the 2,000+ attendees drive to the conference each day from home).  So to describe the energy in the room as the session opened as lethargic would be understating the case. 

And then The Passing Zone arrived.  Amazing jugglers, smart comedians, these two guys kept the witty patter going through 75 minutes of their act while continuously linking their actions to the HR world.  Trust, cooperation, communication, juggling priorities:  these were cleverly woven into their act in a refreshing, funny and entertaining way.  We were laughing, we were clapping, we were gasping, we were cheering.  The energy was thumping, the good humor was flowing and the conference was off to the races.  Brilliant!

 So I stand corrected.  When planning conference keynoters understand the likely mindset of the audience you are supporting.  And if it’s first thing Monday morning, wake ’em up!  The planners at HR Southwest did just that and came up with a real winner.  Well done!

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Filed under HR, HR Conferences, Uncategorized

Re-imagining the Conference Experience

 I speak at a lot of HR-related conferences.  I started this as part of my job responsibilities when I was Chief Operating Officer of SHRM (the Society for Human Resource Management).  Supporting SHRM state conferences by being a keynote speaker was a great part of my job.  It got me (and by extension, SHRM) close to our members in a very personal way and was useful to create stronger relationships and to know what was on the minds of our members. 

 And through my SHRM experience where the very talented Meetings & Conferences department was part of my responsibility, I know a lot about the mechanics of putting on successful conferences for as few as 200 and as many as 20,000 attendees.  While the execution is extremely challenging, the formula for success has been pretty simple:

  1. Contract outstanding and well known keynote speakers that motivate people to attend.  (Typically these folks fly in to speak and fly out after their book signing.  They have almost no personal interaction with the participants.)
  2. Offer a wide range of breakout/concurrent sessions focused on knowledge development and skill building.  (These sessions are led by content experts and experienced practitioners who focus on practical applications in traditional classroom style.  PowerPoint presentations abound.)
  3. Engage a set of high profile corporate sponsors to underwrite the conference so attendee registration fees can be kept low and sponsors’ visibility is high.  (The sponsors are kept at arm’s length so the programmatic content isn’t “tainted” by the commercial nature of that relationship.)
  4. Create multiple networking activities so that people can connect in person and carry those relationships forward.
  5. Select an attractive and affordable city and conference/convention venue.  (The focus is on making the participants comfortable in the physical surroundings.)
  6. Execute a strong plan to market the conference to the universe of potential participants.  (Most conference organizers use traditional marketing methods.  Some have stuck a toe into the social media marketing world; most haven’t figured out how to do that yet.)

 I had the privilege of participating in last week’s RecruitFest! in Boston organized by RecruitingBlogs.com and Monster.  And it’s clear that the effectiveness of this conference has the potential to change how conferences are conceptualized and experienced going forward.  In fact, I might go so far as to say if other conference organizers in the HR space aren’t paying attention to what these folks accomplished, they may well be selling buggy whips next year when they go to market. 

 I have to hand it to Eric Winegardner at Monster and Jason Davis, Miles Jennings and Ashley Saddul at RecruitingBlogs.com for having a startlingly new vision and risking it all to try something substantially different in the world of conferences.  These folks went way beyond “thinking outside the box” and “pushing the edge of the envelope.”  They re-imagined the experience from top to bottom.  Let me give you some examples.

  • There were no keynote presentations or concurrent sessions.  It was a series of important conversations between thought leaders.  Unrehearsed, substantive, sometimes controversial, sometimes argumentative, and always informed and thoughtful, these discussions between two, three, four and five experts explored issues and practices that matter to business leaders and talent management professionals.
  • The thought leaders were asked to participate in the entire day – in fact the day started with each of the 12 of us giving a brief overview of the reasons we were participating and our particular point of view; the day ended with each of the 12 of us sharing what was the most impactful learning we experienced during the conference.  Additionally, each of us participated in one or two of the live discussions and asked questions of our colleagues in the other discussions.  We also were part of the studio audience so we were seated side by side with the live audience throughout the day.
  • There were almost no PowerPoint slides.  Really.  The focus was on having real discussions and exploring different points of view.
  • Participants were encouraged to weigh in and agree/disagree or ask questions.  The comments came from the studio audience where a microphone was available as well as from the remote participants via telephone, Twitter and a chat box on the RecruitFest! Live web site.
  • The focus on the “participant experience” covered both the live attendees and the remote attendees – with an emphasis on the experience of the 3,800+ remote attendees.  The technology employed to ensure a rich remote experience included a 3-camera video team, a web site that offered the live stream, a chat box and question box, and the call in telephone number.
  • The sponsors were all involved in creating the experience.  They suggested speakers, they participated in crafting the discussion agenda, they were in the audience and participated in the Twitter stream and through their blogs.
  • The marketing was almost exclusively conducted through social media:  Twitter, blog posts, FaceBook pages and LinkedIn updates.  In a matter of 2 weeks the number of registered attendees grew from just over 100 to the nearly 3,900 participants (from 38 countries).
  • The venue was more TV studio than conference classroom venue.  The newly re-constructed Paramount Theatre (part of Emerson College) and stage gave the conference a look and feel that felt contemporary and useful and made the live streaming feel natural. 
  • The entire day was recorded and will be shared with anyone who would like to experience this next step in the evolution of conferences.  (Click here to enter your email address so you may receive the url.)

 Although it was a tremendous and exciting experience, it wasn’t a perfect experience.  Clearly the financial model needs some more thought.  And the studio audience could have been engaged even more.  But I have to tell you, after managing conferences, attending conferences, and being a keynote speaker at conferences, this was more fun, more engaging, more interesting, more exciting and more impactful from a learning perspective than any other conference in which I’ve played a part.  And I’ve been involved in a lot of conferences. 

 So again.  Kudos to the Monster and RecruitingBlogs.com organizations for stepping off the precipice into the future.  They’ve created something remarkable.  I can’t wait till the next RecruitFest!

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Filed under China Gorman, Conferences, HR Conferences, Social Media, Uncategorized

What’s an unconference like, anyway?

 

I’m really getting jazzed about RecruitFest! in Boston on October 7th and 8th.  RecruitingBlogs.com has put together a track leader line-up that looks outstanding, Monster is the big sponsor, and it’s Beantown!  How much better could it possibly get?

I have a sense of what an unconference is like and I’m eager to experience it for the first time.  I’m expecting lots of smart recruiting and talent management professionals to roll up their sleeves and dig in to some really important topics with energy and passion.  The power of focused, collective experience to generate new ideas can be awesome.  Hope we get some of that going.

 Here’s what I hope we don’t do:  have the same endless and pointless discussions about whether HR is ever going to get a seat at the table (man, I hate that phrase), or whether recruiting should be part of HR. 

 I hope we focus more positively…more hopefully…more meaningfully on what we actually can do differently to impact the performance of our organizations.  I hope we focus on what is in our power to control:  our intentions, our behavior, our risk taking.  Because if all we’re going to do is lament our lack of power and our inability to catch the eye or ear of the CEO we’ll have wasted precious time and energy. 

 I’m interested in having conversations that change behavior, that improve performance and that make us (whoever we are) more powerful.  That will be a great investment of time and energy.  That will be a great unconference. 

 Are you with me?  If so, then you should click here and register right this minute!  Because if you register before the end of the week, you’ll get a discount (use the code “chinagorman”) and you also might win the Monster VIP hotel package!  What a deal. 

I hope you’ll join us, roll up your sleeves and contribute to two days that really could change HR.  Who wouldn’t want to do that?

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Filed under Business Success, China Gorman, Culture, Engagement, HR, HR Conferences, Uncategorized

Talent Development and U.S. Energy Policy

It’s pretty clear that the U.S. is overly dependent on foreign oil.  We don’t have adequate domestic exploration and production capability and so we buy our oil from other nations – many of them hostile to our way of life.  Sure, it’s business; but the fact remains that many of the governments from whom we buy oil aren’t our close allies.  This has implications on so many fronts:  on the availability of oil (think Hugo Chavez); on the price of oil (think OPEC); and on the costs of finding new oil (think BP and the Gulf of Mexico).  But ultimately, it’s a failure of energy policy.  By not having a vision of internal sustainability and not investing in new domestic sources of energy and experimental technologies, we’re dependent on the kindness of some not-so-nice strangers.  These may, and some would say already have, ultimately threaten our national security.

It occurred to me the other day that many of our organizations are proceeding down the same path as it relates to talent management policy.  If we think of the skills and talents of our employees as our organization’s energy, then how many of us are investing in new domestic sources of skills and talent?  Rather, aren’t many of our organizations overly dependent on foreign sources?  On hostile sources?  This may not be national security, but it certainly is business survival.

By not investing in the internal talent pipeline to increase engagement and reduce the dependency on foreign (outside) hires, aren’t we going down the same path?  Many of our organizations will soon find themselves held hostage by the confluence of the following forces:

  • Rapidly declining U.S. worker productivity (U. S. Department of Labor Q2, 2010)
  • The rising level of job dissatisfaction in the U.S.  For the first time more of our workers are dissatisfied than satisfied. (Conference Board, 2010)
  • Surveys showing that between 40-95% of U.S. workers are or will be looking for a new job before the end of the year. (Spherion 2010 Labor Day Workforce Survey, Regus)
  • The continued projected decline of educational levels together with the exit of large numbers of baby boomers from the economy will put US organizations at a competitive disadvantage. (SHRM research, 2010)
  • Baby Boomers are ready to negotiate a different kind of employment “deal” because they need to work longer than anticipated. (McKinsey Quarterly)
  • The cost of buying talent on the open market is rising.

Seal of the U.S. Department of Energy

It looks to me like we’re doing the same thing with talent that the U.S. has done with oil:  we haven’t invested in the future by exploring new domestic technologies; our practice of buying what we need from outside sources has made us vulnerable to our “competitors”; and the internal sources we do have seem less productive and desirable. 

Whoah.  Bottom line?  I hope HR is able to get out in front of the talent pipeline by creating a compelling vision for the long-term benefits of investing in the development of our current energy supply.  Unless that happens quickly, many of our organizations will find themselves cut off from the lifeline of their business sustainability:  the skills and talent they need when they need them, where they need them.

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Filed under China Gorman, HR, Leadership, Talent development, Uncategorized

Fear and Loathing in Orlando

I’ve just returned from the SHRM-affiliated HR Florida state conference. What an experience!  Organized and executed entirely by SHRM chapter volunteers, this conference had over 1,400 attendees in a beautiful and roomy resort in Orlando.  Carol MacDanielLori Goldsmith , Stephen M. Geraghty-Harrison and the entire team did a remarkable job in bringing a content-laden and interactive experience to the attendees.  Truly a terrific experience.

Here’s something that was validated for me in Orlando about HR professionals and social media.  Of the 1,400+ attendees at the conference in Orlando, maybe 200 were engaged actively in social media.  That’s 14%.

Knowing that this would be an issue, the folks at HR Florida did a superb job of providing sessions, support and encouragement for the attendees to start to engage with social media.  A very robust effort.

Trish MacFarlane over at HR Ringleader noticed it too.  And I agree with her identified reason for the lack of engagement:  fear.   I’m not sure what they’re afraid of, but here are some suggestions to those of us who do “get it”:

  • be encouraging
  • be role models
  • be generous with your time
  • teach and mentor
  • be patient
  • BE LEADERS

Despite the conventional wisdome that social media is only for the younger generations, a post on The Social Graf blog by Erik Sass gave some interesting data about the adoption of social media by those who aren’t young.  Here’s what it says about survey data collected from Princeton Survey Research Associates on behalf of the Pew Internet & American Life Project:

  • Among Internet users ages 50+ overall, social network use increased from 22% in April 2009 to 42% in May 2010. To boot, 10% of the 50+ cohort uses Twitter or a similar “status update” service, either to post updates or check other people’s updates.
  • Looking at specific age cohorts, social network use among Internet users ages 50-64 surged from 25% to 47%, with 20% of this group saying they check into social networks on a daily basis — up from 10% last year.
  • By contrast, social network use among Internet users ages 18-29 appears to be reaching saturation, growing from 76% in April 2009 to 86% in May 2010.

There’s a message here for HR professionals.  It says more of our employees are engaged in social media than aren’t — and not just the folks we assumed were engaged!  We have a real opportunity, perhaps even an obligation, to get out in front of our employees.

Because if they’re using social media at home they’re using social media at work.

But I get it.  It’s scary.  I held my breath when I jumped into social media when I was the Chief Operating Officer of SHRM.  And guess what?  I lived.  More to the point, SHRM lived.  My adoption of social media paved the way for greater engagement of members and non-members alike.  And it also paved the way for SHRM to begin to step up organizationally to the opportunities active social media involvement creates.  Their new public relations campaign, We Know Next, has significant social media outreach strategies embedded in it.

As a profession, we need to be able to lead the social media policy discussions, not abdicate them to the legal department or the marketing department.  As business leaders, we need to understand the implications of the use (and misuse) of social media on our corporate and employer brands.  As HR leaders, we need to be out in front of our employees and understand the impact of social media on employee engagement and our cultures.

This is the work of Human Resources.  It’s new (for most).  It involves technology.  It’s scary.  So let’s step up and support our colleagues in learning these new applications for engaging our employees and building stronger cultures.  Let’s not let fear paralyze our profession from doing its essential work:  providing strategic business leadership that positively impacts employee and customer satisfaction.

After all, isn’t that our job?

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Filed under Business Success, China Gorman, Culture, HR, HR Conferences, Leadership, Social Media

Don’t believe your own press!

I’ve spent the last few days trying to make sense of a couple of things that happened within the same 24 hour period. 

First was my response to the PR announcement about my role as a track leader at RecruitFest! in Boston in October.  It made me really uncomfortable.  The announcement made me sound like the leader of the free world of HR – which I’m not.  I know we’re trying to drive attendance, and I know there are some folks who think I have important things to say (and I’m grateful for that), but I was uncomfortable being lauded at such great lengths. 

Not that I haven’t accomplished some pretty terrific things in my leadership career.  I have.  But.  I didn’t accomplish any of them in a vacuum.  I always had a team of exceptional colleagues who worked with me and alongside me to accomplish great things.  It’s called being a leader.  And I think that – especially today – successful leaders need equal doses of healthy egos and equally healthy humility.  The healthy ego part is the part that makes us think we can be leaders.  That we do know where to go and how to get there.  The healthy humility part is the part that makes us human; that makes us authentic; that enables us to engage our teams in the work and vision for the future.  And keeps us grounded in the knowledge that we’re not terribly unique and can be replaced at any time.

So when I read with sadness about Mark Hurd’s dismissal from HP I thought to myself, “here’s another leader who got the humility part of leadership wrong.”  Because it’s the lack of humility that tells leaders the rules don’t apply to them.  It’s the lack of humility that leads them to believe the stuff their PR departments publish. 

By all accounts Mark Hurd was thought to be a good guy.  Fudging expense reports isn’t on the same level as Charlie Rangel’s alleged improprieties, or Ken Lay and Jeffrey Skilling’s criminal looting of Enron, or Eliot Spitzer’s total moral collapse – or is it?  I think the case could be made that fudging expense reports is the conscious choosing of ego over humility that says:  I’m more important than anyone else; what I want is more important than anything else.  More important than being honest; more important than my integrity; more important than the the organization I lead.  Even if he hadn’t been caught, wasn’t this the first step to a total disregard of the humility required to be an authentic leader?  

It seems to me that too many leaders (in business as well as politics) start to believe their own press and then start to believe that they’re so special/so effective/so beloved/so famous that the rules don’t apply to them.  Humility is subsumed by ego and the ability to lead evaporates. 

So the question remains:  why do so many powerful and effective leaders start to believe their own press when the consequences are so clear? 

The learning for me as I look for my next leadership job is this:  I don’t believe my own press today and I won’t believe it tomorrow.  I promise. 

(But still come to RecruitFest!.  It will be awesome!)

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Filed under Business Success, China Gorman, Leadership, Uncategorized