Job ID
1695715793
Duration
3432seconds
Summary
- Elliot believes that we really have in the western world, but particularly in North America, a public health problem of depression and low morale because of what happens in the world of work. He believes we can do a lot better than that. Given such conditions, the good society really is possible.
- Succession planning tends to be the top three levels of an organization or the top two in smaller organizations. Who do you have on the shop floor that's ready to step up and do that? So talent at every level is important to understand, not just the top officers.
- How effective are they in the role? Not vary. They're in the bottom half. If you can't show me that you can master the work of this role, why would I give you a bigger role? The last thing you want to do is promote people who have dysfunctionality in their personalities.
- How many of you in here actually have subordinates? Throw your hands up so I can really see. Take four or five of your people, whatever, and then put a circle if they're just right size for the role. Start wherever it is. It's about the complexity of the work.
- You don't put people in roles because they're loyal to you. If they cannot do the work, the complexity of the work at the next band of complexity, then we never put them there because we're going to set them up to fail. There's a gearing process to try and make a fair and just talent pool.
- Question around Ahmed's. Point around the I think you said 40 or 50% there. Can you think of the best sort of best company that embraced it and took it to its culture? Last session is implementation issues, and I think we'll have a whole conversation around that.
- Succession planning tends to be the top three levels of an organization or the top two in smaller organizations. Who do you have on the shop floor that's ready to step up and do that? So talent at every level is important to understand, not just the top officers.
- How effective are they in the role? Not vary. They're in the bottom half. If you can't show me that you can master the work of this role, why would I give you a bigger role? The last thing you want to do is promote people who have dysfunctionality in their personalities.
- How many of you in here actually have subordinates? Throw your hands up so I can really see. Take four or five of your people, whatever, and then put a circle if they're just right size for the role. Start wherever it is. It's about the complexity of the work.
- You don't put people in roles because they're loyal to you. If they cannot do the work, the complexity of the work at the next band of complexity, then we never put them there because we're going to set them up to fail. There's a gearing process to try and make a fair and just talent pool.
- Question around Ahmed's. Point around the I think you said 40 or 50% there. Can you think of the best sort of best company that embraced it and took it to its culture? Last session is implementation issues, and I think we'll have a whole conversation around that.