清楚了解本身職位的危機是另一個高級行政人員的重要技能.Mark Powell 再與我們分享他的看法.收看整輯節目而了解更多.

清楚了解本身职位的危机是另一个高级行政人员的重要技能.Mark Powell 再与我们分享他的看法.收看整辑节目而了解更多.

Eliz: Mark would you have just a few minutes for something important? This is confidential and sensitive and I really have to ask for your personal trust – do I have that?

Mark: Yes of course.

Eliz: Well I think I have come to a conclusion about my career but would appreciate your insights. Career decisions seem sometimes more confusing than decisions about health or marriage! I really think that it is time for me to move on.

Mark: Let me ask you – are you moving away from something or are you moving to something?

Eliz: What do you mean?

Mark: Things are not working here or your destiny lies elsewhere?

Eliz: The need for something new; the frustration of the current structure and a boss that’s seems to be occupied with a personal agenda; the lack of apparent openings internally and the occasional call from a headhunter. There are always options and a few specific ones – but I want you to help me with my thinking not so much my decision – that I have to make myself.

Mark: Ok – Think of a time when you made a great decision….. Ok u can remember? Tell me about it…

Eliz: Well I was confused about business or law as a first degree. I had been through months of contemplation together with frequent conversation with various people. I knew I would have a good enough graded to get into both. But the moment I think the decision became clear was when I thought about what it was that I really need from an education , which was thinking skills and some confidence that I can overcome a struggle. So I did law.

Mark: How did you feel having made the decision?

Eliz: I was terrified and for most of the first 2 years spent time in regret. It was boring and at times and I thought it was just not worthwhile. The guys in business seemed to be already doing stuff and going places. They were investing and they were talking of start ups and I was deep in issues of precedent and contractual law that just seemed so far away from what I would ultimately do.

Mark: So what changed? ?

Eliz: I stuck at it – partially because of my stubbornness and partially because my parents wouldn’t support a change. Within 12 months of graduation I knew that I had made a correct decision. Job offers into business seemed to flow and I noticed that the way I looked at new problems at work were often different to my peers who had studied other things

Mark: So some initial pain paid off and the original thinking proved right.

Eliz: Yes but how does that help me now?

Mark: We need to retry and figure out what elements of that decision-making you can transport to your current situations. What mattered? What did you get right that was core to your process of decision making that works for you. Your past success may be the best place to start when thinking about your future success.

Eliz: Such as my stubbornness and the instructions or should I say “orders” from my parents?

Mark: Perhaps? Moving away from something is always that – you escape but you don’t necessary engage somewhere else. There are times to move – when relationships or the environment is totally dysfunctional and it is damaging our existence. But there are times to stay, as coping through adversity is the core to personal learning and ongoing corporate resiliency

Eliz: So having made a decision stick to it.?

Mark: Revisit the decision. It sounds like you had a good sense about what was right for you? An intuitive sense that was further clarified by considerable thought and analysis and supported by third party opinion that you trust.

Eliz: So how can I apply this to the current situation?

Mark:  Lets examine what could go wrong in your current situation and how that will really affect you. AND whether you are willing and able to turn the current situation to your own advantage.

Eliz: When you say what could go wrong – do you mean could I get fired?

Mark:  That – but equally where is the company and your business unit heading? Is the business really at risk? Are you really at risk? Remember there will always be some disagreements but are there fundamental flaws that will really affect you and indeed others? And what could be the benefits to you of treating this as a turn around situation? What is the upside of staying put?

Eliz: Great – thanks, I will think more about that rather than just about the personal issues…

Mark Powell

The 3 core motivators for the senior executives we interviewed are:

1. Level of Influence that that they can bring to their role and to the company

2. A Continued ascent in personal and professional development – continuous learning

3. A chance to make a broader contribution beyond the company.

When we drill a little deeper we get a great sense of what inspires senior executives at least in Asia Pacific.

These executives talked with passion when it came to being able to have a large degree of influence. This influence was not always bottom line related as they respect the complexity of corporate controls and collective decision making when it comes to end results. But for the most part it means being able to put in place strategic imperatives. It means, within the confines of suitable risk measures, being able to drive hard for business outcomes that have been agreed. It means being able to select and engage resources to develop and implement against their business plans. It means having some scope to decide what when and where.

Perhaps one of the more surprising outcomes was the high rating given to ongoing professional development as a core motivator. Senior people want to be developed and want to keep developing. They want learning through doing and they want learning through coaching and mentoring.

AND they want to ultimately make a broader contribution. They want to be able to impact an industry, a city, or a region beyond the specific organisation that they work for.

This broader contribution has many faces. For some this may be industry initiatives; for some philanthropy; for some community service and for many board and non executives roles.

Mark Powell

These are positive messages in a world where too often money and power are see to be the drivers. What might happen if organisation really embraced these executive motivations are put in place structures to support them?

Please join the discussion.  What do you think? Please comment or contact us.

是自負還是自信?Mark Powell 為我們剖析什麼是成功人士的推動力.收看整輯節目,以了解什麼是成功人士

是自负还是自信?Mark Powell 为我们剖析什麽是成功人士的推动力.收看整辑节目,以了解什麽是成功人士

高級的行政人員希望爭取更多金錢.Mark Powell 為我們講解高級行政人員最想得到什麼.收看整輯節目,以了解什麼是成功人士.http://blog.xdirections.com

高级的行政人员希望争取更多金钱.Mark Powell 为我们讲解高级行政人员最想得到什麽.收看整辑节目,以了解什麽是成功人士.http://blog.xdirections.com

Is it just the money… yes some of you are saying to yourselves…. but really is it?

Executive Directions

We wanted to find out more about the subject of executive motivation in this region, including what attracts senior people to move, so we did undertake some research. We spoke with 100 senior financial services executives and professional services executives about what it is that really motivates them at this stage of their career and what attracts them to a new role – internal or external. So what motives them to move?

The people that participated in the research where:

SVP , MD and CEO level executives. They were 36 -55 years old and 85% where in financial services and the remainder in other areas of professional services such a consulting, law and accounting. They were all senior but had varying functional roles – some were front office and some back office – operations HR financial control etc. 70% was male. There were all in Asia Pacific and predominately in Singapore and HK ( 90%).

Our research really wanted to answer 2 critical questions about aspirations for senior people.

1.  What are their core motivators?

2.  What are the career attractors that are relevant to them?

Well first of all, it is not all about the money and it would seem that this is a constant trend whenever someone undertakes this type of research.

We wanted to test the conclusion about money and probed a little deeper.

Money

So we asked some specific questions on why they thought that money was so often talked about when executives are moving jobs. The response was that for some people money was an acceptable compromise.

There was a general view that as money is also the easiest thing to measure it gets the most attention.

When people are taking stock of career progress one the easiest tests is the relativity of compensation to their past and their peers. It is just much harder to measure other career success factors. How do we measure level of influence? How do we measure the level of broader contribution? How do we measure self-actualisation?

But the executives were consistent in their ranking of money as a both a motivator and career attractor. It is important but not in the top 3!

So what did the research tell us about the Career Attractors for senior executives?

Interestingly 2 critical factors ranked as the most important attractors:

1. Scale of the opportunity- meaning top line responsibility; size of budget; no of staff; no of countries or cities or regions; in short the total impact on organisation or the business unit’s key business objectives.

2. Team fit- meaning how they as a new senior executive would fit with the immediate team that they would work with and work in. In some cases this concept of team was broad – meaning the entire senior mgt team and in others more specific to the team members that would help them to execute their job.

So what??

We think the implication of this research is significant.

Firstly it gives organisations a great insight to what they should focus on when positioning senior roles to desired candidates. Stop talking about the employer brand and the organisational values and start talking scale and team fit.

Secondly it further verifies the behavioural aspect of senior level recruitment. Fit is critical. We all know this however, it is worth emphasising that behavioural testing and questioning goes well beyond whether people feel good, although that it an obvious issues to be considered. The science behind behavioural based recruitment is so overwhelming that is somewhat astonishing that the feel good interview is often as far as organisations go to verify likely team fit and indeed to test overall behavioural qualities. Given the cost of senior level hiring and the more significant cost of getting it even partially wrong, it defies all aspects of reasonable care for organisations not to have some advanced process of knowing who they are really getting and the probable impacts that this hire will have on organisational and team relationships and behavioural based performance issues.

“Give me something of scale and give me people that can help me achieve the targets.” This is the message.

Mark Powell

A final word on this subject. Our research is just one small piece of evidence but look around you: how many new CEOs bring with them some key team members? How many of your senior peers aspire to build bigger empires? We shouldn’t be surprised by these occurrences – it is the natural way for the successful senior exec.

More to come on motivations in future blogs, but as always we welcome your thoughts on the info above.

Please comment or contact us with your thoughts.

怎樣令一份工作職位變得吸引?其中大部份是關乎你正處於那一個工作階段.在不同的階段會有不同的處境.Mark Powell在今輯會為我們詳細講解當中的關係.
怎样令一份工作职位变得吸引?其中大部份是关乎你正处於那一个工作阶段.在不同的阶段会有不同的处境.Mark Powell在今辑会为我们详细讲解当中的关系.

Please comment from the link above or contact us:

http://blog.xdirections.com/contact/

How best to understand and manage this is discussed in this informative video as Mark Powell reveals the survey findings in this engaging 8 part series.

集合了100名亞洲的高級行政人員的意見,得出一些值得你知道的有用資料.今日將會探討(talent gap). 這是關於公司及行政人員要求上的不同.Mark Powell 會為我們逐一講解當中的含意.

收集了100 位亚洲高级行政人员的意见,一同来看看他们的推动力来源.这集的主题是”金钱是不是最重要的推动力来源”.Mark Powell 会为我们讲解当中的意义.

Please comment or contact us with your thoughts.

The talent gap for the large part is a permanent and in some ways healthy tension that sustains the pursuits of people and helps to escalate the price that employers are willing to pay for their talent.

The talent gap is the difference between what employers and hiring managers want when they are hiring or promoting, and what the talented candidate is looking for.

The Talent Gap exists because the hiring manager wants a safe secure fit. They want someone proven that “ticks all the boxes” perhaps someone pe rforming a similar role in another company.

Ho wever, candidates typically want assignments that stretch them. They want to keep moving and progressing towards bigger aspirations. They don’t want to move into the same role and if they do you should be asking yourself questions about this candidate’s aspirations. The candidate does not want a safe fit but a partial fit. They want a good dose of progression into the unknown. This is the simple nature of the talent gap.

What can employers or hiring managers do about the talent gap?

As a permanent structure in the executive talent market, this gap presents a challenge and an opportunity. We were recently asked by a senior regional HR director to make some observations about what the best companies are doing to close the talent gap. Our observations include:

Improve hiring skills

Understand the critical “must have” skills and competencies from the ones that are typically in a job description

Accelerate Performance:

Support this type of recruitment with programs to accelerated learning and performance. In other words be progressive in closing the talent gap

Non-Monetary Incentives:

People want to grow and learn – they want to be stretched and they want to be challenged – give them some of these in the new role.

What can candidates do about the talent gap?

Some candidates actively use the talent gap to leverage compensation levels. This has been a common trait in parts of the developing world where the talent pool is at its thinnest.

Candidates can acquire some relevant experience in advance of applying for the dream role. Aspirations is not enough but 6 -12 months experience on 1or 2 critical projects may be.

Mark Powell

What do you do?

Please comment or contact us with your thoughts!

And don’t miss my next posting: “Moving on – a discussion with a mentor” .