Read all about them here.
The survey, which covered a range of contexts from turnarounds to restructuring, highlights the mixed emotions felt by those on the receiving end of deep-rooted change.
Respondents with the most successful transformations reckon that their company was conspicuously more effective than the others at raising expectations about future performance, addressing short-term performance, engaging people at all levels of the organization, including a clear and coordinated program design, and making the change visible—through, say, new IT tools or physical surroundings.
Emotions play a leading role in a performance transformation. Overall, the respondents report negative and positive moods in roughly equal proportions, with anxiety (mentioned by 46 percent of all respondents) as the most common negative feeling, well ahead of confusion, frustration, fatigue, and resistance. Among the positives, a sense of focus, enthusiasm, and feelings of momentum occur roughly equally. Not surprisingly, more of the top performers report experiencing the positive emotions—especially focus and enthusiasm.
BOTTOMLINE: "The survey shows a widening gap in employee expectations and respective employer delivery," said Genia Spencer, managing director of operations and human resources for Randstad USA.
BOTTOMLINE: "What can you do about it? When evaluating the potential impact of change, don’t forget to evaluate established processes and rules. If your change effort is challenging values or “best practices,” chances are, it’s going to be in conflict with some of your established processes. Identify them. Highlight where and how the conflict exists. Decide how you’re going to handle it."
BOTTOMLINE: "If one or more of these traits is not second nature to you, don’t fret. During the next two weeks we will be discussing each of them in detail. We’ll talk about ways to leverage your current skills, knowledge and experience to make up for a lack of strength in one or more of these areas."
BOTTOMLINE: "For many organizations, becoming performance-driven might cause a cultural upheaval that, at least in its early stages, results in turmoil, a perception of chaos and a lot of discomfort. It can trigger turnover of long-time employees who do not like to be held accountable for goal achievement and who feel entitled to a certain level of pay regardless of their performance. And it might cost money as you make the initial investments.
But with the leadership and commitment of senior management, becoming performance-driven will lead to dramatic improvements in performance in financial terms, with respect to employee productivity and morale and in the flexibility to quickly adapt to change. The effort will be well worth it."
On the other hand, small business owners:
BOTTOMLINE: "When individuals practice good leadership skills and acknowledge change, the entire organization benefits. Management is easier when leadership resides throughout all organizational levels with each person utilizing his or her sphere of influence in a positive way.
These skills allow individuals to develop expertise earlier in their careers and demonstrate greater productivity, resulting in a more enjoyable and positive work environment. People can be excited about going to their place of employment because they are developing their repertoire of leadership skills.
By allowing leadership skills to develop early, both the individual and the company grow and profit."
In a new book called "True to Yourself: Leading a Values-Based Business."author Mark Albion argues that the personal side of business must come first. Only then will profits follow.
"Values-based leaders focus on their impact on people and the planet," he says. "And when they do it well - building a company or division that reflects their values - it results in more meaningful lives and financial health."
Particularly in a startup, Albion writes, the leader's values are crucial. "The day you launch your company, you are its first product," he notes. "You must sell your values, your mission, your uniqueness to others."
BOTTOMLINE: "The way you really make change is by capturing the hearts and minds of your people," says Albion, paraphrasing Jack Welch, the former CEO of General Electric.
Take the survey yourself ....here.
BOTTOMLINE: "Top senior executives are hard to come by, and this survey suggests that executives are beginning to carefully measure the cost of their personal lives against the value of their professional goals. Employers need to be more creative and nimble in today's market and some negotiating tactics may include being more sensitive to candidate work-life balance needs. If employers do not listen, their competitors surely will."