In October, Mind Tools was proud to sponsor the Catholic Health Australia (CHA) Symposium in Melbourne.
CHA represents the largest non-government provider of health and community care services in Australia.
The inaugural symposium was CHA’s premier event in learning and development, bringing together people from across the CHA community, including nursing, midwifery, allied health, clinical and education staff.
The purpose of the event was to give members the opportunity to network, learn and exchange ideas. There were also presentations from industry experts, such as associate professor Dr Judy Dunchscher, who specialises in nursing graduate education and transition into the work environment.
From Classroom Learning to Just-in-Time Learning
Mind Tools was introduced to the gathering by former CEO Ollie Craddock, who co-presented an informative session, “L&D Success Story: Moving From Classroom Learning to Just-in-Time Learning,” with one of our corporate clients, St John of God Health Care.
During the session, Rita Maguire and Deb Wild, St John of God Health Care’s group director workforce and group learning design manager respectively, outlined the challenges that the organization faced before joining forces with Mind Tools.
For example, their caregivers didn’t have equal access to learning opportunities in the workplace and were looking to enhance their skill sets. They also found it challenging to engage the organization’s dispersed workforce – as a high number of caregivers are based in remote locations.
Implementing a Just-in-Time Learning Platform
Rita described the journey of implementing Mind Tools, and how the organization was able to shift its cultural mindset from push learning to pull learning, while also accelerating the performance of all of the organization’s caregivers.
Since partnering, Mind Tools content has been built into the organization’s wider programs, including onboarding, objective mapping and management training.
Ollie then highlighted some of the key successes that St John of God Health Care’s new learning initiative with Mind Tools has achieved so far. For example, staff amassed 30,382 page views in 11 months, and more than 2,500 learners are using Mind Tools’ resources every month.
Rita said, “Our people need mentors and coaches, not managers. Mind Tools on-demand learning gives them what they need, when they need it.
“It manages to take face-to-face programs completely online, and delivers to our caregivers much more quickly.”
Driving Success Through Marketing
The presenters then went on to explain how this has all be achieved through a range of marketing techniques and channels.
Ollie spoke about how Mind Tools worked closely with St John of God Health Care to understand its diverse learner audience, and then send relevant and timely messages to nudge them to the vast range of content available.
To prove the ROI of its L&D, the organization is measuring success using several channels, including internal surveys and close monitoring of usage.
So far, the results have been very encouraging, and Mind Tools is working to develop this strong partnership even further and explore new initiatives for engaging all 14,000 team members at St John of God Health Care.
Rita closed the presentation out by saying, “Mind Tools will become every caregiver’s “Google”, using it to direct their own learning, available at their fingertips.”
If you would like to hear more about our partnership with St John of God Health Care, you can listen to the webinar we recorded shortly before the symposium.
If you’d like to find out more about our corporate subscription, request a demo today and discover how Mind Tools can help you and your organization.
We’ve seen incredible growth of Dynamics 365 and the Power Platform just in the past year. This momentum is driving a massive investment in people and breakthrough technologies that will empower organizations to transform in the next decade.
We have allocated hundreds of millions of dollars in our business cloud that power business transformation across markets and industries and help organizations solve difficult problems.
This fiscal year we are also heavily investing in the people that bring Dynamics 365 and the Power Platform to life — a rapidly growing global network of experts, from engineers and researchers to sales and marketing professionals. Side-by-side with our incredible partner community, the people that power innovation at Microsoft will fuel transformational experiences for our customers into the next decade.
Accelerating innovation across industries
In every industry, I hear about the struggle to transform from a reactive to proactive organization that can respond to changes in the market, customer needs, and even within their own business. When I talk to customers who have rolled out Dynamics 365 and the Power Platform, the conversation shifts to the breakthrough outcomes they’ve achieved, often in very short time frames.
Customers talk about our unique ability to connect data holistically across departments and teams — with AI-powered insights to drive better outcomes. Let me share a few examples.
This year we’ve focused on a new vision for retail that unifies back office, in-store and digital experiences. One of Washington state’s founding wineries — Ste. Michelle Wine Estates — is onboarding Dynamics 365 Commerce to bridge physical and digital channels, streamline operations with cloud intelligence and continue building brand loyalty with hyper-personalized customer experiences.
When I talk to manufacturers, we often zero in on ways to bring more efficiency to the factory floor and supply chain. Again, it’s our ability to harness data from physical and digital worlds, reason over it with AI-infused insights, that opens doors to new possibilities. For example, Majans, the Australian-based snackfood company, is creating the factory of the future with the help of Microsoft Dynamics 365 Supply Chain Management, Power BI and Azure IoT Hub — bringing Internet of Things (IoT) intelligence to every step in the supply chain, from quality control on the production floor to key performance indicators to track future investments. When everyone relies on a single source of truth about production, inventory and sales performance, decisions employees make drive the same outcome — all made possible on our connected business cloud.
These connected experiences extend to emerging technologies that bridge digital and physical worlds, such as our investment in mixed reality. We’re working with companies like PACCAR — manufacturer of premium trucks — to improve manufacturing productivity and employee training using Dynamics 365 Guides and HoloLens 2, as well as Siemens to enable technicians to service its eHighway — an electrified freight transport system — by completing service steps with hands-free efficiency using HoloLens and two-way communication and documentation in Dynamics 365 Field Service.
For many of our customers, the journey to Dynamics 365 and the Power Platform started with a need for more personalized customer experiences. Our customer data platform (CDP) featuring Dynamics 365 Customer Insights, is helping Tivoli Gardens — one of the world’s longest-running amusement parks — personalize guest experiences across every touchpoint — on the website, at the hotel and in the park. Marston’s has onboarded Dynamics 365 Sales and Customer Insights to unify guest data and infuse personalized experiences across its 1,500-plus pubs across the U.K.
The value of Dynamics 365 is compounded when coupled with the Power Platform. In late 2019, there are over 3 million monthly active developers on the Power Platform, from non-technical “citizen developers” to Microsoft partners developing world-class, customized apps. In the last year, we’ve seen a 700% growth in Power Apps production apps and a 300% growth in monthly active users. All of those users generate a ton of data, with more than 25 billion Power Automate steps run each day and 25 million data models hosted in the Power BI service.
The impact of the Power Platform is shared in the stories our customers share with us. TruGreen, one of the largest lawn care companies in the U.S., onboarded Dynamics 365 Customer Insights and the Microsoft Power Platform to provide more proactive and predictive services to customers, freeing employees to spend more time on higher value tasks and complex customer issue resolution. And the American Red Cross is leveraging Power Platform integration with Teams to improve disaster response times.
From the Fortune 500 companies below to the thousands of small and medium sized businesses, city and state governments, schools and colleges and nonprofit organizations — Dynamics 365 and the Microsoft Cloud are driving transformative success delivering on business outcomes.
Partnering to drive customer success
We can’t talk about growth and momentum of Dynamics 365 and Power Platform without spotlighting our partner community — from ISVs to System Integrators that are the lifeblood of driving scale for our business. We launched new programs, such as the new ISV Connect Program, to help partners get Dynamics 365 and Power Apps solutions to market faster.
Want to empower the next generation of connected cloud business? Join our team!
The incredible momentum of Dynamics 365 and Power Platform means our team is growing, too. In markets around the globe, we’re looking for people who want to make a difference and take their career to the next level by helping global organizations digitally transform on Microsoft Dynamics 365 and the Power Platform. If you’re interested in joining our rapidly growing team, we’re hiring across a wealth of disciplines, from engineering to technical sales, in markets across the globe. Visit careers.microsoft.com to explore business applications specialist career opportunities.
Today, I’m sharing the progress we’re making toward our goal to increase diversity at Microsoft globally. Our 2019 Diversity and Inclusion Report is our most comprehensive to date, and reflects our data, our journey, our learnings, and our employees’ stories. With this year’s report, we renew our commitment to our mission to consciously and intentionally include everyone.
In 2019, we made progress on our diversity and inclusion objectives, as reflected in the numbers. But there is another part of our journey that year-over-year data can’t convey: the depth of our commitment and the range of programs in place to keep diversity and inclusion at the heart of the work we do. And although we’re gratified to see the movement, we know we cannot take our focus off the work that needs to continue.
In addition to the numbers, the report reflects day-to-day learnings, and how we’re applying this knowledge to build trust and adapt as we go. For example, this year we enhanced some of the ways we measure and analyze our data to give us a more detailed look at specific areas where we’re hoping to improve.
Here are some of the new additions to this year’s reporting:
The Inclusion Index, shared publicly for the first time in this report, is an internal sentiment measure that helps us understand the effectiveness of company efforts by measuring employee perceptions about their experiences at Microsoft.
Equal pay data is being expanded to reflect the global representation of men and women in the U.S. plus the five largest markets outside the U.S. based on employee population. This data represents almost 80% of our workforce, giving us a more nuanced understanding of our pay practices globally.
We’ve distinguished directors and executives from each other in the category we previously labeled as “Leadership,” and called out metrics for women and racial and ethnic minorities among managers and individual contributors, to better examine representation throughout the workforce.
I do want to note that the data listed below does not include our broader Microsoft family of companies — LinkedIn, GitHub, Compulsion, Playground Games, Ninja Theory, InXile, Obsidian Entertainment and Undead Labs. The full report shows snapshots of data with and without these companies as well as a look at LinkedIn’s and GitHub’s reports that were also released today.
From June 2018 to June 2019 we saw encouraging gains in the representation of our employees. In terms of race and ethnicity, we saw modest year-over-year growth in total representation in all categories, including in tech and in leadership roles at both the director and executive level. Overall, racial and ethnic minorities represent 46.7% of the U.S. workforce, up 2.2 percentage points from 2018.
This year, continuing a positive trend dating back to 2016, there were steady increases in the representation of women globally at the company in all the aspects we measured, including tech and leadership roles. Overall representation of women increased 1.1 percentage points to 27.6%. At leadership levels, women currently represent 37% of our company’s executives responsible for leading a geographic market, with women currently leading three of our largest global markets.
We aspire to a workforce and culture that truly reflects the societies where we work, around the world, and there is clearly more we need to do.
Equal pay In the U.S. women earn $1.001 for every $1.000 earned by their counterparts who are men, and racial and ethnic minorities earn $1.006 for every $1.000 earned by their white counterparts. As we expanded our equal pay data to include data on women and men from the U.S. plus the five largest markets outside the U.S. — collectively representing about 80% of our workforce — we see that women in those combined geographies earn $0.999 for every $1.000 by their counterparts who are men. At Microsoft, we are committed to the principle of equal pay for equal work for our employees and strive to pay employees equally for substantially similar work.
Inclusion Index Our Microsoft Inclusion Index, shared publicly for the first time, reflects that 88% of employees agree that they experience positive aspects of inclusion at Microsoft. With our scale and global reach, this is a positive indicator, but we know we have a responsibility to engage those who are not part of that 88%.
Our broad responsibility With our corporate mission, our scale, and our global reach, we have a responsibility to do far more than just raise awareness about inclusion. We are uniquely positioned to drive the conversation, to have a meaningful, tangible impact on how people experience Microsoft products and services, and how they engage within our workplace and with the company in general. Our responsibility is not just to those who work with us, but to the larger technology industry, the industries we serve and the communities where we live.
I encourage you all to read the full report to explore much more detailed data, insights, employee stories, and initiatives, as well as our learnings to see how we’re applying this knowledge.
Do you remember Blockbuster, Kodak, or even Nokia?
Let me guess. You haven’t heard these companies in quite some time.
These companies each lacked innovative and creative ideas because they were comfortable with their current status in the market.
We all know where these companies are today.
For Blockbuster, Kodak, and Nokia, this lack of urgency to innovate and update their systems ultimately led to their downfall.
This same concept goes for employer branding. If you are using old-fashioned recruitment processes, there is a high chance you will end up wasting your time and resources, interviewing unqualified candidates. This not only will negatively affect your brand sentiment and employee morale, but it will cost your company time, money, and resources.
It is not too late to make a change. Yes, 2019 is coming to an end, but the shift to implementing data-driven recruiting is still reasonably fresh in the market. Using data on candidates to create recruitment strategies has proven to make the entire hiring process from start to finish remarkably smoother, cost-efficient, and more accurate than the traditional methods.
So let’s get into the juicy details.
What is Data-Driven Recruiting?
Data-driven recruitment is the process of optimizing the candidate’s journey from awareness to consideration by leveraging data on the candidates you want to recruit.
This data-driven recruitment process could take the form of external or internal data collected on candidates. While many Fortune 500 Companies have an abundance of internal data available on their candidate process, that doesn’t necessarily mean they know how to make strategic decisions that will yield better results. When we apply a data-driven mindset to recruiting, identifying which campaigns and channels are producing the best hires becomes much more manageable.
But even if you could understand which channels or campaigns the good hires came from, how would you optimize them? How would you know what content to continue producing on that channel year after year?
As candidates are changing, so is the data! By analyzing that data, you get to know more about your candidates and which ones, in the end, become your employees. Having that data is an essential strategic asset in your recruitment process.
To help you fully understand the benefits of using a data-driven recruiting, we’ve compiled a list of 4 benefits of implementing a data-driven recruitment strategy.
1. Improve Quality of Candidates Applying
The hiring process can become very tedious and overwhelming when you have to handle 100 ́s of job applicants for one position. But what if you could remove the unqualified candidates from the list?
By tailoring your talent communication strategies on all your career channels with data collected on candidates, you can improve your chances of attracting the right candidate the first time around by targeting their needs and preferences.
There is no need for an outside staffing and recruiting agency when you have all the information on what the candidates want. Curating your talent communication strategies on your career channels to appeal to your desired candidates will drastically improve your chances of hiring the right candidate over and over again.
Hiring the very best employees time and time again will significantly improve your company’s performance, both short-term and long-term.
As an employer, if you can understand which channels your desired candidates look for career-related information, then you can create a strategy that guides the very best candidates down your funnel. Data-driven recruiting can make that happen.
Within the HR sector, we also see the rise of ambassador marketing programs. Using your network to find new employees has many benefits. People find job postings from their network more trustworthy, which, in turn, has a positive impact on the number of applications a company receives from their job posting.
To start to reduce new hire costs, focus only on the variables and channels that lead to the best hires. On the flip side, you also need to eliminate as much waste or churn as possible throughout the process.
Once you have collected data on candidates and your hiring process, the next step is to identify which channels are producing the best hires — focusing your recruiting efforts on these channels. By trimming the fat in your traditional hiring process, you will be able to save money on the channels that are not producing quality hires.
After you determine which channels your ideal candidates are on, it is crucial to create customized content that is attractive to them. By providing content that candidates value the most, you will be able to guide and prioritize what changes you need to make on your channels. And, more importantly, how you can position yourself as an employer in the marketplace. If you prioritize and tailor your content to your ideal candidate, you will increase your chances of hiring the right candidate the first time around and ultimately decrease long term costs associated with bad hires.
3. Decrease Hiring Time
From the moment a candidate recognizes your company as a potential employer to the point when they finally click the apply button, is called the candidate’s journey. To optimize your candidate journey, maintain a smooth and time-efficient hiring process.
Candidate Funnel Awareness – Social Media Channels/Review Platforms Interest – Career Opportunities/Work Culture Consideration – Career Website/Offer to Candidate Application – Mobile/ATS/Applying Online
Once you have defined your funnel, it’s vital to have the right measuring systems in place. Using a data-driven approach in your hiring process will allow your team to create a candidate funnel that optimizes the needs and preferences of your desired candidate during each stage.
Communicating clearly with your ideal candidate allows them to work their way through the funnel more quickly.
Your content from throughout the candidate journey should tell a story that resonates with qualified candidates and leads them further down the funnel. In doing so, hiring the right candidate will occur much quicker.
4. Improved Candidate Experience
Attracting and converting your desired candidate requires a flawless candidate’s experience.
It’s not only important for a company to create the ultimate employee experience, but also a fantastic experience for your recruits. Even those who don’t make the cut should still be treated as if they were one of your employees from the start.
Going back to the candidate funnel of awareness, interest, consideration, and application, there are many steps you can take in each part of the funnel to ensure that candidates have a positive experience.
Social media has become one of the most important ways to attract and nurture candidates. It has changed recruitment for good. To provide guidance in the jungle of channels and where you should focus your efforts, utilizing data and external surveys will assist in making these strategic decisions. By delivering content that showcases your workplace and what being an employee at your company is like, you will give candidates a definite feeling of acceptance and desire to be there.
To properly get a candidate interested, they have to see something they like about the company. By tailoring your strategies to the candidates’ needs/preferences, you are thereby providing appealing content that would spark further curiosity in applying to your company.
The Career Website is the heart of the candidate experience, where you can showcase your organization and really stand out. It’s often the place where decisions for or against an application are taken, and where making an impeccable offer should occur. In this stage, you should hold nothing back about your company and play all your cards.
The application process is crucial, from a job ad to application submission. What causes dropouts and is your ATS provider keeping up with the latest developments are the questions to be asking. Staying updated and current is vital to finalizing the application process. No one wants to apply to a company that looks outdated, boring, and slow.
Still not convinced?
Whatever your company recruiting methods are, the age of data-driven recruiting is already here, and it’s not going anywhere.
Remember, when I mentioned Blockbuster, Kodak, and Nokia? Don’t be them. Be better, and stay on the offense!
Companies will only continue to evolve the hiring process by finding new and innovative ways to hire qualified candidates more efficiently, thus making it harder for companies who lack this to survive. There are plenty of different strategies you could derive from using data on candidates. Remember, you miss 100% of the shots you don’t take.
Author: Lorenz V. Esposito
Lorenz is young, ambitious and passionate about Employer Branding and Talent Communication. Lorenz moved from the USA to Stockholm to kick start his career. Since his move one year ago, he has made himself known through his energy and enthusiasm on LinkedIn. Some have even gone on to say he is “one of the best marketers I’ve ever seen in the talent space.” Lorenz is a Digital Marketing Specialist at Potentialpark, an employer brand and talent communication powerhouse that helps employers develop data-driven recruiting and content strategies.
Good news for employees, but kind of concerning for employers. In the coming months, the Supreme Court could make it easier for federal employees to prove that they were discriminated against on the basis of age. I saw some fascinating research in Forbes recently that shows ageism starts as early as the age of forty-two. Forty-two?
I’m delighted to have Vinay as our guest today, he’s not only an expert on ageism, but he’s also experienced it firsthand, and alarmingly, says, “Today’s workers feel the brunt of it younger than ever.” So let’s get into the realities of ageism and how we can undo this vexing problem, remove the bias, and hopefully protect our employees. The shelf life of a robot is one thing, but the shelf life of a human is an entirely different topic.
Listen to the full conversation or read the recap below. And don’t forget to subscribe, so you never miss an episode.
It’s illegal to discriminate against people based on their age.
Most of us understand that it’s against the law to discriminate against someone based on the number of years they’ve spent on this planet, but as my guest tells us, “Here’s the brutal truth: ageism exists and we’re all feeling its impact earlier than ever. Essentially it’s one of those isms we just aren’t talking about enough.”
“We’ve got four generations in the workforce and too many employers and executives who are buying into false beliefs and biases.” The data around age discrimination is alarming. Research published by Hiscox shows that 21% of US workers age forty and older have experienced discrimination in the workplace due to their age, and respondents stated they believe they’re most likely to experience it at age fifty-one. Moreover, workers over the age of forty are perceived by their younger counterparts to be resistant to change and learning new skills, difficult to manage, and don’t understand technology.
Is Ageism on the Rise Because Older People Have an Aversion to Tech?
Is there a real divide between the tech-savvy and tech-nervous? Not so, according to Singh.” “We’re all technical. We all know how to use smartphones. Grandparents know how to use technology just like young people do.”
The impact of age discrimination on the economy
The impact on the economy is vast. According to Hiscox, ageism is creating a range of hazards for employers, including discrimination lawsuits, demotivated employees, and the lost opportunity costs associated with devaluing older workers. All of this hurts the bottom line, which, in turn, hurts the economy.
A new career forged from personal experience
In my conversation with Singh, he dove into his own experience with age discrimination, which started when he was about forty-three and working in a recruiting agency. It continued when he was looking for a new position and was told repeatedly that he was overqualified. Suffice to say this is happening to thousands of others, according to Singh. The next step, naturally, was to write a book.
How to retool and reinvent yourself after age discrimination
It’s not like age discrimination is going to stop overnight. We clearly have a long way to go. So what does someone who has experienced ageism do? Singh emphasizes the value of focusing on your LinkedIn profile. “That’s the business social media. That’s where employers are going to first and foremost to hire you,” he says. “Maybe HR looks at the other things, the other social media later on, but they are looking at your LinkedIn profile.”
He also recommends using the right industry buzzwords, keywords that convey your skills, creating an obvious digital presence, a professional photo for your avatar, and a compelling image for your banner. Why the banner image? It helps draw attention to your profile and shows you’re paying attention. Singh also recommends creating a vanity URL that’s catchy and tells people what you do. His is Vinay People Strategist, by the way.
One more tip from this veteran: stay in school, get those certifications, be as multi-disciplined as possible, and try to stay cutting edge. “And always be thinking this way, “ he said. “because if you’re not, your competition is.”
Like most people who gravitate toward HR, Meghan loves people. Early in her career, Meghan realized she was a rare people person who understood tech. As a high tech recruiter, Meghan worked with hundreds of companies, from early-stage startups to global brands like Microsoft, IBM and Google. Meghan founded TalentCulture in 2008 to lead a conversation about the future of work with her peers in HR and leadership. These days, she is consistently included in lists of top online influencers and writes about HR tech and talent management at Forbes.com, SHRM.org and a variety of other media outlets. Her career background spans recruiting, tech, marketing, branding and digital media. As an HR tech analyst, author and brand strategist, Meghan is sought after for her ideas about the future of work, is a regularly featured speaker at global business conferences, and serves on boards for leading HR and technology brands.
Ken Blanchard conceived “The One Minute Manager” as a children’s book for managers. This was a brand new approach when it was first published in 1982, and since then the genre of the parable-based business book has grown into a hugely popular one.
The simplicity of the format matches this classic book’s simple story: a young man sets out in search of the secret of great management. He finds three: “one minute goals,” “one minute praisings,” and “one minute reprimands.”
In “The New One Minute Manager,” which was published in May 2015, the third secret has become “one minute redirects,” reflecting how management styles have evolved over the years.
In this podcast, Ken tells us about other changes to the story he made in the 2015 edition, and shares his thoughts on motivation, trust, customer service, and the future of management development.
Listen to or read the full 30-minute interview, below, then share your thoughts in the comment section, below. What impact has the original “One Minute Manager” had on your life? How do you view Ken’s current approach to goals, motivation and leadership? Join in the discussion below!
Rachel Salaman: Welcome to this edition of L&D Insights from Mind Tools with me, Rachel Salaman. Today, I have the great pleasure of talking to a legendary leader in the field of leadership and management development, Ken Blanchard. He’s perhaps best known as the author of the classic business book “The One Minute Manager,” which has sold 15 million copies in 40 languages worldwide. He and co-author Spencer Johnson have recently revamped and re-released this book for a new generation of managers. The new version is aptly titled “The New One Minute Manager.”
Ken Blanchard joins me on the line from California. Hello Ken!
Ken Blanchard: Good, Rachel, great to be with you.
Rachel Salaman: Thank you so much for joining us today. Let’s start by talking about the original “One Minute Manager,” which is a classic that’s been on the bestseller list for years. It was first published over 30 years ago. What’s its enduring appeal, do you think?
Ken Blanchard: I think one of the things, Rachel, is it was one of the first business parables ever written. And it was interesting. Spencer Johnson was a children’s book writer. He wrote a whole series of children’s books called “Value Tales,” of the value of courage, the story of Jackie Robinson the great baseball player, the value of honesty, the story of Abe Lincoln… and it was wonderful. And I’m a storyteller, and my wife met him at a cocktail party and she carried him over and she said, “You guys ought to write a children’s book for managers; they won’t read anything else.”
So the original motivation was kind of a kids’ book. And he was working on a “one minute scolding” for disciplining kids, with a psychiatrist. And I invited him to a seminar that I was doing the next week, and he laughed at the back. And he came running up and he said, “Let’s forget parodying this – do the one minute manager!” And so we decided to do a story, and I think that’s unique. It’s a short little book and it’s about a young man searching for an effective manager. He wants to work for one, he wants to become one, and he learns the three secrets.
So I think that’s what’s unusual: that there’s three main points in the book, and it’s told in a wonderful, fun story.
Rachel Salaman: What’s different in the new version of the book, then?
Ken Blanchard: Well, I tell you, Rachel, I was working on another book at the time called “Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life,” and I thought, “Gee, maybe ‘The One Minute Manager’ needs to be refired!” And also we had never had an e-book, and they said maybe you might want to read it to see if there’s any changes.
And I hadn’t read it in years and I kind of laughed, to be honest with you, Rachel, when I read it, because so many things had changed. Like, one is technology, and he was on his intercom system and I asked the young people in our company, “Have you been using your intercom lately?!” And all the people working for him were gathered right around him, and he wasn’t managing anybody online… and also the technology has really changed, and we updated that.
Then the other thing was that in many ways the secrets are wonderful, but it was presented in kind of a command and control strategy, which is really what the 80s were in terms of leadership. He set the goals, he decided who to praise, he decided who to reprimand. So, today, we think that leadership is much more of a side-by-side relationship, a partnership relationship, so we really made some major changes in the tone of the book.
And then one of the biggest changes, we changed the one minute reprimand to one minute redirect, because reprimand is kind of parental, and redirect is the same thing but it’s a better term and a better style. So those are really the changes that I think people really get into, and I think the young people today will really be able to relate to it.
Rachel Salaman: Let’s talk about the content in a little bit more detail now. The first of the three secrets that the book is built around is “one minute goals” and it’s still there in the new edition. How have you seen approaches to this change over the decades?
Ken Blanchard: I think the biggest change is that, with goal-setting, it’s much more collaborative. In the past, I think managers used to give people their goals, and now they reach them together. And one of the things that we’ve found in our work about motivation is that, if somebody is given a goal that’s not very motivating to them, it’s probably not a good goal, that you might want to see what could be done to motivate them, or maybe that goal ought to be given to someone else.
But the fact that goals are still there is so important because all good performance starts with clear goals. If people aren’t clear of what they’re being asked to do, there’s very little chance that they’ll get to do it. And all the goals have to be observable and measurable. We’ve said for years, Rachel, that if you can’t measure something, you can’t manage it, so you want to make sure that your goals are observable and measurable, so you and the people working for you both can observe and see where they’re making progress.
Rachel Salaman: And the “one minute praisings,” which is the second of the three secrets, they’ve also stood the test of time; they’re in the latest edition. How important are these as a development tool?
Ken Blanchard: Well I’ll tell you, Rachel, people have said to me, “Ken, if we took everything away that you’ve taught over the years, what’s the one thing, what would you hold onto?” and I think it’s this second secret. I think if you want to have a great relationship at home, at work and in the community, you need to accent the positive and catch people doing things right.
And I think it’s all about creating an environment where you really care about people. And if their goals are observable and measurable, and you don’t have to wait until the goal is completed before you can give any praising, you can praise progress. It’s really important to catch people doing things right, approximately right, in the beginning, as they’re journeying towards completely right.
Take marriage: when people fall in love, everything is great and you’re catching each other doing things right. And then you move in with somebody and you say, “What is that? You’ve got to be kidding!” and then all of a sudden you start catching each other doing things wrong. People ask me, “How do I turn around a bad relationship at home or at work?” Well, you need to start accenting the positive and see if you can catch the people doing something right, and give them an “at a boy!” or an “at a girl!”
Rachel Salaman: So thinking in terms of what L&D professionals can do with all this advice, what’s the best way for L&D professionals to use this particular secret?
Ken Blanchard: I think L&D folks need to first make sure that when they’re training people and all that, that there’s ways for they and the people they’re training to know whether they’re doing what they’ve been trained to. How can you catch them doing things right? So make sure it’s observable and measurable.
One of the things that needs to be done… so often after training, we end up going to a delegated leadership style and get onto the next program, then we forget about the people who just went through it. I think one of the most powerful things is what are you doing to follow up training with people.
And part of that following up is to observe how they’re doing, catch them doing something right, cheering them on. Because what often happens with people, they go through training and they get back to work and nobody seems to care about what they’ve been through or even want to know about it, and after a while they go back to their old behavior
So if you want people to implement what you’re training them to do, the follow up is just as important as the training, if not more important. And a key part of follow up is cheering people on as they’re implementing and trying new things that you’ve been training them in.
Rachel Salaman: And it’s a nice simple way of remembering, isn’t it, just to think of the one minute praising? It’s not too complicated, most people can remember that.
Ken Blanchard: Yes, and you know it doesn’t take a long period of time to say to somebody, “Hey, I’ve heard about what you’ve been doing and, boy!, your people are so pleased how clear you are now on setting goals with them, and they just really appreciate that.” It doesn’t take very long just to say “I noticed.”
Rachel Salaman: As you mentioned, one of the biggest differences between the original “One Minute Manager” and the new edition is the third of the three secrets, “one minute redirects” which replaces the original “one minute reprimands.” And as you mentioned, it reflects a trend away from reprimanding people – can you talk a little bit about that trend?
Redirection is very important because if you have observable, measurable goals, and if they’re progressing you can praise them and cheer them on. If they don’t seem to be progressing then what you need to do is go to them and say to them, “Let me tell you what I’ve been noticing about your performance, I wonder if you’re noticing the same thing?” So you don’t come in and slam them, you say “Here’s what I’m noticing.”
And people will know when they’re performing well and when they’re not performing well, and they say, “No, I’m having a bit of trouble with this.” Then the next question is, “How can we get you back on track, what can I do to help?” And so redirection is not a punishing thing, it’s just saying, “I noticed that performances are not going in the direction that we’d agreed upon: what can we do to get you back on track so you can accomplish that particular goal?”
Rachel Salaman: Do you think that, over the years, reprimanding people has become unacceptable?
Ken Blanchard: Well I think people don’t like that kind of term, and they don’t like that you’re the one that’s saying I observed this and here’s how I feel and you go through the whole steps, rather than it being a participative kind of thing. But the same thing is happening, that you’re getting them back on track, but you’re doing it in much more of a collaborative partnership role than a superior:subordinate.
These younger people say to me, “You’ve got to be kidding, Ken! You used to call people superiors, and the people that worked for them subordinates? The head of the department and the hired hands – we didn’t even give them a head!?” When you really think of some of that language you can see where they would really laugh and say you guys have got to be kidding.
Rachel Salaman: A kind of connected idea here: how important do you think trust is in leadership and management development?
Ken Blanchard: Trust is really a very important thing. In fact we wrote a book called “Trust Works.” One of our people developed a whole model around trust. She studied and asked people what does it mean to trust people, and people had a lot of different definitions, and she came up with what she called the A, B, C, D concept of trust. Her name is Cindy Olmstead, and I wrote the book with her.
And so the four ways that you talk to people about trust… A is Ability, which is, do you trust that they have the skills to do the job that they’ve been assigned, and if they don’t, in terms of situational leadership, well you’ve got to change your leadership style.
Another area of trust is Believability: do you say one thing and do something else? “My door is always open, come and see me!”and you’ve got to go through three secretaries and all that kind of thing to get a meeting with you. Then C stands for Connectedness, which is, do you feel an emotional connectedness with a person? We tend to trust people that we feel positive and good emotions towards.
Then finally D is Dependable. If the person says they’re going to do something, do they follow it through? And we have an instrument that people can fill out and say where are you on the scale, so I had the people that work with me fill it out and the one that I had the lowest scores, that they’re all working with me on, is dependability, because I don’t say “no” very well. I’m a high “I” on the DISC model and I want everybody to be pleased, and so sometimes I say “yes” too much.
And so now, when people ask me for my card, I give them my card, but it’s my executive secretary’s card – haha! – so they have to call her first, to know what I might have promised. So what’s interesting is that, if you can see where you might be falling down, then you can get a strategy to improve that. And so I think trust is very important.
Rachel Salaman: And one of the messages of the new book is that people can develop themselves to a large extent, and you touched on that a bit earlier. Could you talk about what you’ve observed in this respect?
Ken Blanchard: I think people… We’ve been doing a lot of work on employee work passion, engagement and optimal performance, and what we find is (we’ve actually developed a little model called ARC), is that people want a sense of Autonomy now.
I think people in the past have had the capabilities to develop themselves, but weren’t given that opportunity. And now since people have that as an important part, they want to work with a boss who will help them, over time, get to the point where they can be delegated to in most of their tasks.
So that’s autonomy, they still want to have a Relationship with their boss and their co-workers, so they don’t want you just to disappear per se – they’d love for you to wander around once in a while, maybe catching you doing something right even though they’re developing themselves.
Then C stands for Confidence which ties in, I think, with autonomy because they want to grow in their confidence. I think that this is really great, to see people who really do want to be able to run with the ball. But that’s where I think our work in situational leadership comes along because you don’t want to delegate too quickly to somebody if they’re not ready, if they don’t have the confidence or the commitment to operate on their own.
So you’re gradually over time moving from a directive, to a coaching, to a supporting style on each of their goals, as you try to turn over more responsibility for their own development. I think it’s exciting to see it happen.
Rachel Salaman: For people who aren’t familiar with your theory of situational leadership, could you just explain the basics of it?
Ken Blanchard: It basically says that there is no one best leadership style. But we say you not only need “different strokes for different folks,” you need different strokes for the same folks at different parts of the job.
So if you were working with me, Rachel, and say you had four or five goals, you might have one goal, (but you’re an enthusiastic beginner,) you’ve never had that goal before, but you’re excited about it. Well you need initially some direction and some close supervision. You might have another goal, that you know more about it than I do, and you’re a self-directed achiever, and I could just leave you alone. Then you might have a couple of goals that are in between.
After enthusiastic beginner, we call them a disillusioned learner, which is sometimes you get excited about a goal and after a while you realize this is a lot tougher than I thought and now you not only need direction, you need support, so you need a coaching leadership style. Then sometimes you have the skills to do something, but you lack the confidence about doing it on your own, so you just need basically a supportive leadership style.
So what you’re doing is looking at goals and, together with your people, you’re analyzing what is their development level on each of their goals and what is the initial leadership style that would be good to start with. And then you hope, over time you can move your style so eventually you can delegate as many of the responsibilities as possible.
Rachel Salaman: Do you see “The New One Minute Manager,” your revamped book, fitting into someone using situational leadership?
Ken Blanchard: Yes, because what you’re doing is, suppose you have a goal that you’re an enthusiastic beginner and I’m working with you very closely, and I say, “Okay, let me see you do this,” and I observe you and I praise your progress. But if I observe you and you don’t make the progress, then I go to a redirection.
So we have a curve going through the four styles, because the two dimensions are the vertical dimension is supportive behavior and the horizontal is directive behavior, and there’s a curve that goes through those four styles. And as you’re moving from directing, up to coaching, you’re delegating and observing and praising progress as over time you’re moving up there.
Then eventually as you move over towards a supporting style three, the curve starts moving down because now you’re not only cutting back on the amount of direction you provide, you’re cutting back on the amount of support you provide, because when you get the delegation you hope that people are providing their own direction and their own support. The directing and supporting really drives the whole developmental process.
Rachel Salaman: So in what practical ways do you envisage L&D professionals using your new book?
Ken Blanchard: I think it’s just a wonderful book to share with people on the basics of leadership. We’re developing a first-time managers’ program around the new book because… in the beginning, if people just understood that… we think that the three secrets, goal setting, praising and redirections, is the 20 percent that would give you the 80 percent as a manager. And so if they’re training managers to be good managers, then it’s a good foundation.
And one of the things that we believe in training is that you don’t want to do things to people, you want to do with them. And so what we encourage people is, if they’ve been trained on the three secrets of “The One Minute Manager,” is that they actually then go back with their people and share the three secrets with them. And so one of the reasons why the book sold 15 million copies is that managers would get it and they’d say wow, this is really powerful and then they’d share it with their people, because they’d say, “I just want you to know how I’d like to operate, does this make sense to you?”
I had a young man come up to me the other day. He said, “My father gave me ‘The One Minute Manager’ in my first job, and his father gave it him on his first job,” so I’m working on the third and fourth generation now of that. So it’s a wonderful pass along through people, but it’s a foundational piece to build a lot of other kinds of training, around listening and around performance management, and all kinds of other things.
Rachel Salaman: You mentioned a bit earlier that you’ve done a lot of work on employee motivation and that includes your 2011 book “Gung Ho.” More recently your company published research on optimal motivation, what were the key findings of that?
Ken Blanchard: One of the key findings that Susan Fowler who has written and done most of the research with Dreyer Zagami, is that you really can’t motivate people: people are motivated! But what you can do is create an environment that their motivation can come out of them, so that they get excited about working on organizational goals and all that kind of thing. But you can’t say, “I’m just going to motivate this person.” A lot of times we think that it’s up to us to motivate people – people are motivated, it’s up to you to create an environment that unleashes that motivation for positive results, and I think that’s a big learning.
So the skill that we’re trying to train managers, is to look at what are you doing with the culture, what are you doing in the environment to create a place where people are really excited to learn And one of them could be, when you start to sit down and you set goals, you want to do it with them.
If somebody says, “I’m not really too excited about this goal,” then the question is, “What can we do to make that an exciting goal, is there anything I could do?” And maybe, if there’s not, well then maybe you might want to give that goal to someone else.
But it’s that whole concept of much more collaboration and side-by-side leadership that says it’s our job to create the environment. People are motivated, we just need to bring that motivation. I’ve never seen a person for example unmotivated after work – hahaha! – a lot of people are unmotivated at work, but after work a lot of people say, “Thank God it’s Friday!” And why? Because now they can do things that they’re excited about. So how do you create an environment that they’re excited about Monday, and coming to work, and working on an organizational goal?
Rachel Salaman: Thinking about ways that leaders can tap into that motivation, (you’ve already mentioned one way, identifying goals that people are excited about,) are there other ways that they can do it?
Ken Blanchard: I think just by talking to people and getting to know your people, it’s really interesting that… I wrote a book with the President of South West Airlines, they’re such an amazing organization, but one of the big things about them is they want people to relate to other people. The Head of HRD for example, a lot of times when he’ll sit down and interview somebody, he will say to them, “Tell me what’s the biggest span of control you ever had.” And so people will think, “Ah, I’m going to impress him, I had 10 or 15 people,” or whatever, and he’ll say, “Tell me the names of all of them,” and that gets to them! “Take Alice, who you mentioned – what was really important about her life when she was working for you?”
I think that’s what really creates a motivating environment, it’s that people want to be known, that is really important, Patrick Lencioni wrote a book about miserable jobs, and one of the big problems in having a miserable job is that you’re not known. Nobody cares much about who you are, or your family, or anything that’s happening in your life. And people want to be known, and I think if they get to be known then they get excited: “People care about me here, so I’m going to care about them and I’m going to care about the organization.”
Rachel Salaman: Another topic that you’ve researched in depth is treating customers right, your book “Raving Fans” offers some advice for this. Why did you choose to focus on that?
Ken Blanchard: Because people were telling us what lousy service they were getting. You’d go in the stores and you had to have a minor heart attack before anybody would show any interest in you! And yet the organizations that really took care of customers were beating the competition. You just look at the leaders in different fields, whether you’re talking about Nordstrom’s in retail, or Disney in entertainment, or Wegmans in grocery, or South West in the airlines.
So Sheldon Bowles was in Canada… he was a member of the Young Presidents’ Organization and he had an interesting experience in the 1970s, when everybody was going to self-service gasoline. And he thought, “What a great time to create a full-service gasoline because there will be no competition!” And he asked people, “If you didn’t have to go to a gas station would you?” And of course not, “Well what would you like there?” “We’d like to get our gas quickly and the cheapest price possible within a friendly environment.”
So he created a series of gas stations where he’d dress people up in red jumpsuits and they acted like a pit stop in the Indianapolis 500. So you’d drive in and three people would race towards your car, one under the hood, somebody pumping gas, somebody giving you a newspaper and a cup of coffee and ask you to step outside so they could dust bust your car – and they just killed the competition.
And so “Raving Fans” is all about how can you treat your customers so they want to brag about you, so they become part of your salesforce. And that book has just soared over the years and people are slowly starting to get it.
Rachel Salaman: So how can L&D professionals play their part in improving customer relationships?
Ken Blanchard: I think it needs to be part of the vision of the organization. And I think they can be really important cheerleaders for developing a customer service culture that creates raving fans – and we have a new book out called “Legendary Service” and it’s all about caring. It’s showing your customers that you really care about them.
And the L&D people ought to be key cheerleaders of that, and actually training people in customer service, teaching them to listen to the customers. And if the customer wants something how do you say, “No problem! I’ll get back to you,” rather than quacking like a duck. “Quack, quack, quack, quack, quack, it’s our policy, quack, quack, I just work here, quack, quack, I didn’t make the rules, quack, quack…” and how do you get your people to be eagles when they’re dealing with customers?
You have to remember that customer service isn’t just external, it’s internal. Some of the worst customer service is internally. You call the accounting department and try to get a report – man, you got the ducks quacking like crazy about all the reasons why you can’t have that report. And so how do you serve each other internally as well as externally?
Rachel Salaman: Stepping back a bit now, where do you see leadership and management development going in the future?
Ken Blanchard: I’m really convinced that the number one way to train people, and to have people be as leaders, is servant leaders. And when I mention that, a lot of times people think I’m talking about the inmates running the prison or trying to please everybody, but there’s two parts of servant leadership.
One is the leadership part of servant leadership, which has to do with vision and direction and goals, because leadership is about going somewheres. And that is the responsibility of the hierarchy to make sure that everybody is clear what business you’re in, what you’re trying to accomplish, what are your values that should guide your journey, what the initiatives and what the goals are. Then once those are set, now you go to the servant part of the servant leadership and you turn the pyramid upside down and now your job is to work for them. And that’s where you can praise progress and cheer them on and redirect them, because you’re working for them.
Rachel Salaman: Do you see servant leadership as perhaps fitting into situational leadership? Can it be one of those types of leadership that people turn to?
Ken Blanchard: Yes, situational leadership is a servant leadership model, because if you don’t start off with clear goals, (which is the leadership part of servant leadership,) you can’t be a situational leader. But once the goals are set and you’ve analyzed development level and determined the leadership style, that all happens in performance planning, now your job is to deliver the leadership style that you’ve promised.
You know one of the questions that I always get (and since your audience is so broad,) is that, “Do these concepts really apply around the world?” and what we’ve found is that they do. Obviously you have to adapt them into your cultural way of doing things, and praising in one culture might be a little different in the other, but the concept of catching people doing things right applies no matter what the culture is.
And redirecting people might change with different styles and different cultures, but again the idea of observing people’s performance and when it’s not heading in the direction you want, how do you get them back on line. We found the same way with situational leadership, that people all over the world use it, and they obviously use it and tie it into their particular cultural way of doing things.
Rachel Salaman: Ken Blanchard, thank you very much for joining us today.
Ken Blanchard: It’s great to be with you, and all the best to you. And I’m excited about “The New One Minute Manager.” I think it’s just going to help a whole new generation of people to just get the basics of managing people, so that they can create great results and great human satisfaction – because that’s what it’s all about.
We live in an increasingly connected world. I commute to work in a connected car, one that gets over-the-air updates with new experiences. I’m connected to my work and personal life in real time with my smartphone and laptop. And I work in a connected office, one that knows how to automatically save energy and ensure security. From the moment I woke up today, I was immersed in an IoT world.
And so were you.
We are surrounded by connected devices, all of them collecting and transmitting vast amounts of information. That makes a seamless, smart and secure Internet of Things (IoT) important to us all.
This week at IoT Solutions World Congress we are announcing new capabilities that further simplify the customer journey and deliver highly secured IoT solutions. These solutions help customers embrace IoT as a core strategy to drive better business outcomes, improve safety and address social issues, such as:
Predicting and preventing equipment failures
Optimizing smart buildings for space utilization and energy management
Improving patient outcomes and worker safety
Tracking assets across a supply chain that is constantly being optimized
IDC expects that 41.6 billion devices — including smartphones, smart home assistants and appliances — will be connected to the internet by 2025.
At Microsoft, we are committed to providing a trusted, easy-to-use platform that allows our customers and partners to build seamless, smart and secure solutions regardless of where they are in their IoT journey.
Making IoT seamless: Delivering new IoT innovations from cloud to edge
In 2018, we announced our commitment to invest $5 billion in IoT and intelligent edge — technology that is accelerating ubiquitous computing and bringing unparalleled opportunity for transformation across industries. Since then, we have launched more than 100 new services and features in our IoT platform designed to make IoT solutions more secure and scalable, reduce complexity, make our platform more open and create opportunities in new market areas.
Azure IoT Central, our IoT app platform, reduces the burden and costs associated with developing, managing and maintaining enterprise-grade IoT solutions. With IoT Central you can provision an IoT application in 15 seconds, customize it in an hour and go to production the same day.
And today, we are excited to announce a set of breakthrough features to help solution builders accelerate time-to-value:
11 newindustry-focusedapplication templates to accelerate solution builders across retail, health care, government and energy
API support for extending IoT Central or integrating it with other solutions, including API support for device modeling, provisioning, lifecycle management, operations and data querying
IoT Edge support, including management for edge devices and IoT Edge module deployments
IoT plug-and-play support for rapid device development and connectivity
The ability to save and load applications to enable application repeatability
More data export options for continually exporting data to other Azure Platform as a Service (PaaS) services
Multitenancy support to build and manage a single application with multiple tenants, each with their own isolated data, devices, users and roles
Custom user roles for fine-grained access control to data, actions and configurations in the system
A new pricing model for early 2020 to provide customers and partners with predictable pricing as usage scales
A variety of partners are already using IoT Central to transform their industries. For example, C.H. Robinson, a Fortune 500 provider of multimodal transportation services and third-party logistics, is using Intel intelligent gateways and IoT tags managed by IoT Central, allowing it to quickly integrate IoT data and insights into its industry-leading Navisphere Vision product. Key retailers are using Navisphere, including Microsoft’s own supply-chain teams who are optimizing logistics and costs as we prepare to deliver Surface and Xbox products for the holidays.
Read more on our IoT Central blog about how partners are leveraging IoT Central to transform their businesses and their industries.
Making IoT smarter
Azure IoT Hub is the core of our Azure IoT platform services. It is used by IoT Central and acts as a powerful cloud gateway, enabling bidirectional communication with millions of IoT devices. We are excited to announce new features that will make IoT solutions using IoT Hub even smarter:
Maersk, the world’s largest container shipping company, is using IoT Hub to move over 12 million containers a year all over the globe. “With Azure IoT Hub, we have seamless two-way communication between our IoT platform and devices,” says Siddhartha Kulkarni, digital solutions enabler, A.P. Moller – Maersk. “The ability to send commands from within Azure IoT Hub makes it a command and control system and not just a data ingestion system. Being able to set up Azure IoT Hub globally in different locations and regionalize data ingestion opens up many future options for us.” Read the Maersk customer story here.
And Danfoss, a Danish company that creates products and provides services used to cool food, heat and air condition buildings and more, is using Azure IoT Hub to build IoT solutions with reliable and secure communications between its IoT devices for refrigerators and an Azure-hosted solution backend.
Azure Maps inherits the goodness of Azure — including global scalability, robust security and data sovereignty — and provides location intelligence to IoT applications with mapping and geospatial services to drive insights and action.
For 12 consecutive years, Gartner has recognized Microsoft as a leader in analytics and business intelligence. With integration into Power BI, Azure Maps now enables Power BI users to easily perform Geospatial Analytics, enabling customers to build out Azure Maps solutions that don’t require developer resources. And to provide world-class security, protection and compliance to government customers, Azure Maps is now available on Government Cloud.
And now, in partnership with AccuWeather, Azure Maps customers can add geospatial weather intelligence into their applications to enable weather-based scenarios, such as routing, targeted marketing and operations optimization. “This is a game changer,” says Dr. Joel N. Myers, AccuWeather founder and CEO. “AccuWeather’s partnership with Microsoft gives all Azure Maps customers the ability to easily integrate authentic and highly accurate weather-based location intelligence and routing into their applications. This opens up new opportunities for organizations large and small to benefit from our superior weather data based on their unique needs.”
Azure Time Series Insights provides a turnkey, end-to-end IoT analytics solution with rich semantic modeling for contextualization of time series data, asset-based insights, and a best-in-class user experience for discovery, trending, anomaly detection and operational intelligence. It is purpose-built for IoT scale data, allowing customers to focus on their businesses without having to worry about manageability of their infrastructure, regional availability or disaster recovery. We are excited to announce the new capabilities, releasing soon:
Multilayered storage that provides the best of both worlds: lightning-fast access to frequently used data (“warm data”) and fast access to infrequently used historical data (“cold data”)
Flexible cold storage: Historical data is stored in the customer’s own Azure Storage account, giving them complete control of their IoT data. Data is stored in open source Apache Parquet format, enabling predictive analytics, machine learning, and other custom computations using familiar technologies including Spark, Databricks and Jupyter
Rich analytics: Rich query APIs and user experience supported interpolation, new scalar and aggregate functions, categorical variables, scatter plots and time shifting between time series signals for in-depth analysis
Enterprise-grade scale: Scale and performance improvements at all layers, including ingestion, storage, query and metadata/model
Extensibility and integration: New Time Series Insights Power BI connector allows customers to take queries from Time Series Insights into Power BI to get a unified view in a single pane of glass
Through our Express Logic acquisition, Azure RTOS (real-time operating system) continues to enable new intelligent capabilities. It unlocks access to billions of new connected endpoints and grows the number of devices that can seamlessly connect to Azure. Renesas is a top MCU (MicroController Unit) manufacturer who shares our vision of making IoT development as easy and seamless as possible and we are excited to announce that Azure RTOS will be broadly available across Renesas’s products including the Synergy and RA MCU families. It is already integrated into the Renesas Synergy Software Package and will be integrated out-of-box with the Renesas RA Flexible Software Package).
Making IoT more secure, from cloud to edge
Enabling a future of intelligent and secure computing at the edge for organizations, enterprises and consumers will require advances in computer architecture down to the chip level, with security built in from the beginning. Microsoft is taking a holistic approach to securing the intelligent edge and IoT from the silicon to the cloud in a way that gives customers flexibility and control.
Azure Sphere is quickly becoming the solution of choice for customers across industries — including Starbucks, Gojo and Leoni — as they look to securely connect existing mission-critical equipment and develop net-new devices and equipment with security built in. Today we are excited to announce the upcoming general availability of Azure Sphere in February 2020. Read more about the upcoming Azure Sphere general availability on the Microsoft Security blog.
Our mission is to set a new standard for IoT security that makes it easier to securely connect existing equipment and create new devices with built-in security. In April 2018, we introduced Azure Sphere as an end-to-end solution that includes an Azure Sphere-certified chip, the Azure Sphere Operating System and the Azure Sphere Security Service. The solution is designed to make it easy for manufacturers to create innately secure devices and keep those devices up-to-date over time with over a decade of security and OS updates delivered directly to each device by Microsoft.
Since we first introduced Azure Sphere, we’ve made tremendous progress delivering on our ambitious product vision, investing in partnerships and capabilities that help us serve customers wherever they are in their IoT journey. This includes our partnerships with silicon leaders to enable heterogeneity at the edge; our longstanding partnership with MediaTek, and our recent partnership announcements with NXP and Qualcomm, which will introduce the first cellular-enabled Azure Sphere-certified chip.
Discover how to unlock your own IoT opportunities
We have a number of ways to learn more, no matter what your goals are and where you are on your IoT journey.
Come see us at IoT Solutions World Congress 2019 in Barcelona, Oct. 29–31, 2019. We will be bringing IoT solutions to life in our booth (#D411), across various industries and scenarios:
IoT at Home, featuring ABB & EnOcean
IoT on My Commute, featuring Dover Oil & Accenture
IoT in the Office, featuring Bosch & Edge
IoT in Store, featuring Codit & Cognizant
IoT for a Drink, featuring Celli Group
IoT in the Factory, featuring Softing & PTC
You can also catch my keynote on Tuesday, Oct. 29, Unlocking the Next Frontier of the Internet of Things.
IoT has already revolutionized our lives by transforming everyday devices into an incredible connected universe. The question now is, are you ready for what’s next?
 Worldwide Global DataSphere IoT Device and Data Forecast, 2019–2023, Doc # US45066919, May 2019
A natural disaster. An active shooter. A turbulent political situation in a foreign country where your organization does business. No crisis is exactly alike, but leadership is always crucial to guiding an organization through the unthinkable or unimaginable.
So how can we prepare for the unknown? This week we speak with Eric McNulty, co-author of “You’re It: Crisis, Change, and How to Lead When It Matters Most,” on the steps we can take to help organizations weather whatever crisis that may arise.
Listen to the full conversation or read the recap below. Subscribe so you never miss an episode.
How HR Can Lead the Way
HR’s role has expanded within organizations over the past two decades. But when it comes to preparing for and leading during a crisis, HR has a critical role to play, McNulty says. “People are the center of any crisis,” he says. “So HR has a natural role.”
McNulty advises HR to make connections with those who would be involved with issues that may arise in a crisis. “They need to become very good friends with their counterparts in safety, security, health safety and environment, and whatever the business continuity and safety function is in the organization,” he says. “They should be linked at the hip.” As part of these partnerships, HR can work to allocate time to the resources organizations need to be prepared — whether it’s drills, classroom training or other exercises.
HR can also help organizations think through the implications of different scenarios. McNulty uses the example of an organization in a community that had an active shooter event. An employee of the organization was injured, but he was a new employee and hadn’t yet qualified for the company’s insurance plan. Led by HR, the company found a way to contribute to the employee’s family through a donation, alleviating the cost of the employee’s medical care without having to change its broader health insurance policies for new employees. This experience and strategic thinking is necessary, McNulty says, as companies prepare for the worst.
What You Can Do to Build Your Skills
But beyond the organizational level, we all have an individual responsibility to prepare our own selves for crisis leadership. Turbulent times, it seems, have become the new normal. “I think we are in for a sustained period of turbulence,” McNulty says.
He says the best thing we can do individually is to work on our emotional intelligence and our ability to make decisions quickly. “It’s actually not a different set of skills,” he says. “It’s being able to take your skills to a different level.” These are skills we can work on every day. For example, the next time you think about avoiding a difficult conversation, don’t. Have the conversation. It will be awkward, but it will help you become a better decision-maker over time.
Also, use the power of your imagination. The next time you read about a terrible event, think about what would happen if it took place in your own life or organization. What are the warning signs you might have missed? As difficult as the exercise may sound, it can go a long way toward preventing other crises — or mitigating the effects of one. “By getting ready, you’ll do better every single day,” McNulty says.
Resources Mentioned in This Episode
Author: Meghan M. Biro
Like most people who gravitate toward HR, Meghan loves people. Early in her career, Meghan realized she was a rare people person who understood tech. As a high tech recruiter, Meghan worked with hundreds of companies, from early-stage startups to global brands like Microsoft, IBM and Google. Meghan founded TalentCulture in 2008 to lead a conversation about the future of work with her peers in HR and leadership. These days, she is consistently included in lists of top online influencers and writes about HR tech and talent management at Forbes.com, SHRM.org and a variety of other media outlets. Her career background spans recruiting, tech, marketing, branding and digital media. As an HR tech analyst, author and brand strategist, Meghan is sought after for her ideas about the future of work, is a regularly featured speaker at global business conferences, and serves on boards for leading HR and technology brands.
We all make mistakes. Sometimes we say things in the heat of the moment that we immediately regret. But for managers, off-the-cuff comments to an employee can cause irreparable damage. From demotivation to resentment, guilt to open conflict; one ill-thought remark could go so far as to damage your entire organization.
“To win in the marketplace you must first win in the workplace.”
Doug Conant, American businessman
Some things are non-negotiable: managers shouldn’t engage in gossip, make threats, hurl insults, or banter inappropriately with employees. But innocuous remarks can cause more harm than we realize: a 2015 Gallup study of 7,272 U.S. adults revealed that one in two had left their job to get away from their manager.
Unfortunately, everyone has bad days, and it can be easy to lash out when work is getting on top of you. That’s why the best leaders always think before they speak. After all, as American author and businessman, Stephen Covey, said, “Leadership is a choice, not a position.”
Managers are there to be supportive and encourage growth in their employees, through nurturing talent and building strengths to everyone’s advantage.
You need employees to feel appreciated and valuable. Patience, understanding and focus are therefore key attributes for managers to demonstrate.
As an organization, encourage managers to abandon their verbal “auto-replies.” Instead, teach them to use their words wisely by following these 10 tips.
1. Don’t Say, “I Don’t Have the Time.” Say, “Can We Book Some Time to Discuss This Later?”
Saying that you don’t have time for your employees suggests that they aren’t important enough. You’ll fill them with insecurities and drag down their motivation and performance. If it’s an employee’s issue, then it’s yours, too. As a manager, there’s nothing more important than the well-being of your team.
Plus, it might have taken a lot of effort for your team member to come to you in the first place. I know I once spent mornings rehearsing a difficult conversation in the bathroom mirror and in my car en-route to the office, only to be shot down painfully with, “Send me an email.”
It’s in everyone’s best interests to try to resolve problems swiftly and compassionately. Gallup found that the employees who have some form of daily communication with their managers exhibit the highest engagement levels.
As American entrepreneur, Sam Walton, said, “The way management treats associates is exactly how the associates will treat the customers.”
2. Don’t Say, “Leave It at the Door.” Say, “Would You Like to Talk About What’s on Your Mind?”
We’re all people, not robots. Personal problems – and mental health – have a huge impact on employees at work. It’s much healthier to work through these issues than to shut them away in a box and pretend that they’re not happening. When has that ever made anything better, or go away?
Everyone needs support sometimes. A 2018 State of the Workplace study by Businessolver found that 96 percent of employees believe that showing empathy is an important way to advance employee retention. The 2019 study also revealed a startling disconnect – while 92 percent of CEOs feel their organization is empathic, only 72 percent of their employees agree.
In the words of former First Lady, Eleanor Roosevelt, “To handle yourself, use your head; to handle others, use your heart.”
Be the sort of boss you would want to have. You may end up helping someone through a bad situation, like my friend, Joe. A young woman in his team was becoming easily upset and frustrated at work. Inviting her to talk in the coffee-room led her to open up about depression, and eventually seek counselling.
A word of warning, however – be cautious of oversharing. As a manager, you must still maintain boundaries.
3. Don’t Say, “You Have Big Shoes to Fill!” Say, “We’re Excited to See What You Bring to the Role.”
I’ve heard this at the start of nearly every new role and seen its effect on others. It’s always said in jest, but it’s more demoralizing and intimidating than it is motivating. It can instil a sense of pressure and self-doubt. Not a nice feeling on day one of a new job!
Each new employee is hired based on their own potential – no one wants to be considered as a replica of their predecessor.
4. Don’t Say, “Good Job Today.” Say, “How Did You Get on With [X] Today?”
All praise is positive, right? Well, not if it sounds generic and insincere – it can actually have the opposite effect on an employee. Praise is only effective if it aids a person’s growth.
Global studies show that 79 percent of people who quit their jobs do so because of a “lack of appreciation.” So, be specific and constructive with feedback; tailor it to individuals and their achievements, so that they’ll apply the same efforts elsewhere in their work.
A few thoughtful words can make someone feel like they’re walking on a cloud and provide a new-found burst of pride and energy.
It’s always best to check in with team members to gauge how they feel about their accomplishments. They may have done a great job at holding a campaign together, but they could now be suffering from burnout as a result. Never assume that you know how an employee is feeling and always provide an opportunity for them to “offload.”
5. Don’t Say, “I’m Not Paying You So That I Can Do Your Job for You.” Say, “How I Can Support You?”
We can all feel overwhelmed and out of our comfort zone at times. Perhaps a task has revealed a need for some additional training? Managers should deal with this in a supportive and constructive way. Putting in additional effort now will enable you to build a more confident, proficient and skilled team.
Gallup found that 67 percent of employees felt more engaged when their managers focused on their strengths, compared with only 31 percent whose managers focused on their weaknesses. What’s more, a Zenger Folkman study of 35,279 leaders found that better coaches saw over three times as many employees willing to go the extra mile. And that only 22 percent thought about quitting, compared to 60 percent under bad coaches.
6. Don’t Say, “Why Did/ Didn’t You Do It Like This?” Say, “How Can We Do This Differently Next Time?”
American industrialist, Henry Ford, put it best when he wisely said, “Don’t find the fault; find the remedy.” I once witnessed my colleague Steph be brought to tears as her manager berated her loudly in an open plan office.
Steph was inexperienced, had asked for support that she never received, and consequently messed up badly on a huge email blast. She was still learning, but her manager’s reaction made Steph doubt her potential to the point that she quit the company and changed career paths.
Even if someone is to blame, anger and finger-pointing are not the answer. Playing the blame game makes people feel beaten-down, and emotional. Focus on facts, not feelings, and approach difficult feedback from a constructive standpoint. Don’t make employees feel like naughty children.
Also, the word “why” can feel challenging and demotivating, and can put recipients on the defensive. Instead, offer guidance and assistance. A U.K. waiter and his employer recently went viral after accidentally giving away a £4,500 bottle of wine to a customer. The company tweeted, “One-off mistakes happen, and we love you anyway!”
Top Tip: If you think you’ve said something you shouldn’t have, don’t just push it out of your mind. Assess whether you need to address it, apologize for your mistake, and explain what you should have said instead. It will calm emotions and show your growth and caring nature as a manager.
7. Don’t Say, “No One Else Has a Problem With It.” Say, “Shall We Discuss What’s Not Working for You?”
Perhaps it’s simply that no one else ever had the courage to bring it up. Good managers don’t tell their employees how they should and shouldn’t feel. Instead of acting defensively to complaints or concerns, view them as a clear warning sign that someone needs your help. If performance is an issue, then it’s yours to help resolve.
Or maybe it’s just a case of training and support. The Association for Talent Development found that 80 percent of employees who receive coaching say that it positively impacts their work performance, productivity, communication skills, and wellbeing. The best managers seek feedback and input from their teams. Responding compassionately builds trust and means employees will feel more confident about opening up to you.
8. Don’t Say, “Failure Is Not an Option.” Say, “What’s Our Plan B?”
Abandon any aggressive sports metaphors when communicating expectations or delivering bad news. Often, they are less motivational and helpful than you might think, and can stir insecurity or resentment in your team.
“Management is nothing more than motivating other people,” says American Executive, Lee Iacocca. So, make your team members feel valued by inviting them to discuss creative, alternative solutions that can act as a safety net. And you never know, you might just strike gold – great ideas don’t only come from the boardroom, after all.
9. Don’t Say, “I Hate This Job / Client / Co-Worker.” Say, “What Do We Think Makes [X] So Challenging?”
Your words have consequences. A throwaway comment may seem harmless, but it could come back to haunt you later. During a particularly stressful week, my friend, Marissa, was going above and beyond the call of duty because she loved the company and challenging herself. But when her boss, Graham, breezed past her desk and said, “I wish I had your job instead; it’d be so much easier”, it crushed her spirit.
Whatever you do, don’t be like my old manager. He used to say how much he hated his job, as a way to bond with employees. But this attitude didn’t inspire any confidence or respect and “poisoned the well” for everyone. It also backfired on him, when he was quoted by an employee to the very boss he’d moaned about.
10. Don’t Say, “I Don’t Want Questions; I Just Want It Done,” or, “It’s Always Been Done This Way.” Say, “How Else Could We Approach This?”
Asking questions clarifies understanding, and proposing new ideas shows that employees are engaged and want to feel involved. Excluding them indicates that you don’t respect or value their opinions. This can be particularly hurtful if they are the ones on the front line every day, keeping the company running.
Don’t be a “My way or the highway” sort of manager. Change is not something to resist or be frightened of. We should always be striving for continuous improvement. So, a truly great company and its managers seek input from people at all levels. A 2017 Salesforce survey of 1,514 U.S. workers found that employees who feel their voice is heard are 4.6 times more likely to deliver their best work.
“What helps people, helps business.”
Leo Burnett, American advertising executive
By keeping the focus on maintaining and growing relationships with your employees, everyone benefits – and so does your bottom line. You’ll increase people’s confidence, satisfaction and performance, and in return, you and your business can identify, retain and benefit from the best talent.
Have you ever said anything to an employee that you regretted? How was it taken? Has a manager ever said anything that upset you at work? How did you handle it? Would you do anything differently? Share your experiences in the Comments below!
Artificial intelligence can help us to solve some of society’s most difficult challenges and create a safer, healthier and more prosperous world for all. I’ve already shared the exciting possibilities in the fields of healthcare and agriculture in previous posts. But there may be no area where the possibilities are more interesting – or more important – than education and skills. From personalized learning that takes advantage of AI to adapt teaching methods and materials to the needs of individual students, to automated grading that frees teachers from the drudgery of assessing tests so they have more time to work with students, to intelligent systems that are transforming how learners find and interact with information, the opportunities to improve education outcomes and accessibility will be truly transformational.
There are many classrooms around the world where educators teach very diverse groups of students from different cultures, who speak multiple languages. Take The Dhour Shweir Public Secondary School in Lebanon, for example. It improved the academic interaction between students and educators through applications like OneNote and Microsoft Teams which provides real-time language translation, allowing students who speak different languages to communicate with one another. The tools not only promote better collaboration and productivity, but also enhanced interaction between the students and their teachers.
We also saw just how much more Teams can do when Australian professor, David Kellermann, recently demonstrated how he created a unique learning experience for his university students – from a Question bot that can answer students’ queries on its own to a Power BI dashboard that shows how students’ exam answers compare to peers’ and helps build personalized study packs for future tests based on previous performance.
I am intrigued by a new digital assistant that was recently launched by Staffordshire University, in England. Called Beacon, it is designed to help ease the stress and anxiety that many students experience in their first year at university. Hosted on the Microsoft Azure cloud computing platform, Beacon takes advantage of the fact that students at Staffordshire, one of the UK’s leading institutions for digital technologies, are more likely to use their mobile phone to find information or search for help than to talk to a lecturer or seek out a member of the university’s staff.
Part information source and part digital coach, Beacon answers questions, suggests activities that students might be interested in, checks on their mood, and supports them in their classwork. If the digital assistant detects signs that a student is struggling, it can send an alert to a university staff member who is able to offer help. By providing insights about how each student is adjusting to university life and creating an avenue for delivering extra support quickly to those who need it, the hope is that it will reduce the dropout rate and help students thrive.
Education doesn’t end with school or University. In today’s world, we must all be prepared to keep learning and re-skilling, as the world of work evolves.
Outside of traditional education institutes, AI can also help people to reskill or acquire news skills – for example, through Microsoft’s partnership with Ashoka, a global organization that supports social entrepreneurs who are committed to finding innovative solutions to society’s most pressing social, cultural, and environmental challenges. As part of Microsoft’s worldwide Tech for Good Initiative, at the heart of this new partnership is the Microsoft-Ashoka Accelerator, a program designed to foster an ecosystem of start-ups that take advantage of the power of cloud computing and artificial intelligence to tackle social and environmental issues. I had the pleasure of meeting Arnaud Mourot, Co-Director of Ashoka Europe earlier this year, to talk about support for promising social start-ups. Microsoft is providing access to technology, AI and cloud expertise, and mentors who can help entrepreneurs create intelligent, data-driven solutions, connect to markets, and more.
I also attended the opening of the first Microsoft-Ashoka Accelerators in France and India, where we are piloting the program. Among the early participants in the program are Singa, an organization that helps refugees and asylum seekers connect with people, services, and economic opportunities in their host countries; Ipso Health, which is working to improve healthcare systems and expand access to quality healthcare; and Libraries Without Borders, which sets up libraries and provides access to information resources in conflict zones and areas affected by natural disasters.
One of the things I like most about this new partnership is Ashoka’s focus on programs for young people and its understanding of the value that comes from helping a new generation of young entrepreneurs gain the skills, knowledge, and confidence they need to apply advanced technology to social innovation. Through its Youth Ventures program, Ashoka has worked with more than 500,000 young people around the world.
I too, am a strong believer in the value of mentoring young people, and it is something I am actively engaged in through Live for Good, a foundation my family and I founded in 2015 to enable young people from all walks of life to reach their full potential through social entrepreneurship and digital innovation.
One of the most important things I have learned is that the world is filled with talented young people who have brilliant ideas and a deep desire to create a better world, but who often lack access to skills training, to technology, or to mentors who can provide the critical guidance they need to truly thrive – in school and at work. Today, AI-based services like Staffordshire University’s Beacon digital assistant and programs like the Microsoft-Ashoka accelerator are providing opportunities for young people to get the support they need to prepare them to lead the way forward, while technologies such as AI are creating new ways to have a positive impact.
To me, this is probably the most inspiring and promising aspect of the digital revolution—the doors it is opening for all of us to thrive and to create a better world.