Human Resource Development

• Active listening. You can establish excellent working relationships just by listening to staff and clients. An active listener focuses on what the speaker is saying, regularly paraphrasing to check that they've received the speaker's intended message.
• Body language awareness. Be sure that your words match your body language. People read a lot into gestures and eye contact, and they will be far more responsive if what you say matches your posture, expressions and other movements.

Source: https://www.business.qld.gov.au/business/employing/staffdevelopment/developingleadershipskills/skillssuccessfulleader

Reputation is fast becoming one of the most important risks to manage. Build quantifiable arguments to get boards on board.

Corporate reputation, the close cousin of a firm’s brand, is one of the most intangible assets a company has. If a brand is the inside-out perception of a firm, reputation is the outside-in perception. Therefore, risks to a reputation can come from anywhere. It is difficult for boards to control and the financial impact of a damaged reputation is deemed to be higher than climate change or a cyber-attack, according to the Asia Risk Report by StrategicRISK.

A damaged reputation can be exacerbated by its interconnectedness with other risks. In the same report, survey respondents ranked “damage to company reputation/brand” as the risk most connected to environmental risks, social unrest and regulation among others.

What’s more, companies are increasingly valued on intangibles. Mitigating risks to reputation was at the center of a recent panel discussion as part of INSEAD’s Risk Breakfast Series, which brought together academics and experts in the field to share views on how to protect firms against reputation damage.

Reputation equity

The first barrier companies face in building protections against reputation damage is in quantifying it. Reputation, like brand, is qualitative. But like brand equity, it is essential to building trust. Standard & Poor’s has added reputation risk to its enterprise risk management assessment of companies.

As Leesa Soulodre, managing partner at RL Expert Group said, reputation risk management is about both a company’s legal and regulatory license to operate (the risks) and its social license to grow and innovate (opportunity). The ability of a firm to recover trust after a reputation incident has been significantly affected by the global financial crisis and reputation risks are increasingly emerging from what others say about the firm.

This means boards need to start building their reputation risk frameworks to protect it. The trouble is, boards also prefer to look at their organisations in quantitative terms.

Priorities

To overcome this, Soulodre shared her experience working with a global financial institution to get the board on board. It had 130 pages of risks it wanted to evade, but she and her team worked to whittle it down to 30 top risks that could lose the company its legal and regulatory license to operate. To more dynamically adapt risk appetite and tolerance to the company’s risk register, an Upstream Risk team, composed of multidisciplinary functional and board leadership, was recruited to proactively look at emerging risks. This ensured a lifecycle risk management approach. The Risk Forum could examine all the company’s license to operate risks on a monthly basis and dynamically allocate resources to the priority risks.

She added that it was also essential to make sure the organization had a single position on each of the top 30 risks to ensure appropriate engagement with key stakeholders.

With the risk landscape changing so quickly, she made sure the client was updated by smartphone so that each issue could be brought up and put into the right context at any time. A single company position was articulated, the background context of the issue explained and the company’s three key messages on its position in relation to the risk were made clear. The company leader engaging with stakeholders could then report back via their smart phone the level of advocacy that the stakeholder was offering the organization, which helped its allocation of resources on key reputation risk topics.

As the Asia Licensee of the Reputation Institute, Soulodre shared the framework for defining and managing reputation risks developed with AIRMIC.

Measuring the risk

Sara Gori, head of reputation risk at AXA, noted that AXA treats reputation just like any other risk such as credit, liquidity, market or regulatory risk. Similar to Soulodre’s approach, the company starts by identifying, then assessing and prioritizing the potential reputational risks. The organization should ask, “which risks have the potential to negatively impact the company’s reputation? What is our risk tolerance?” For example, if a customer or the general public airs an opinion of the organization, saying ”I like or hate X company”, the risk to reputation will be taken into account but can be deemed tolerable whereas risk due to internal fraud would not be tolerated.

AXA quantifies each risk with a traffic light system of red, amber and green, which correspond to severe, moderate and minor, respectively. This then gives the firm visibility over what the potential reputation risks are. For instance, it could be how many agents or employees leave the firm on an annual basis, which could become a reputation issue. They then move to prevention to tackle the root problem.

To ensure the whole company sings the same tune, AXA also has a firm escalation policy from local markets to HQ. “Even if we’re going to say ‘no comment’ we need to know what is going on,” she said. This is handled by one dedicated in-country representative who gathers all the local facts of an issue and bundles it up to HQ.

Gori advises that reputation issues be prioritized based on their ability to cause the firm to lose its license to operate, lead to increased regulatory scrutiny or closer scrutiny from media and other stakeholders, which has the ability to perpetuate a reputation issue.

Measuring the extent of reputation damage

Attempting to make qualitative risks quantifiable is the central challenge. A reputation issue could be caused by an operational disaster that drags the firm’s reputation down for months or even years. It’s not impossible to clean up a reputation problem. INSEAD Professor of Accounting and Control, Gilles Hilary, outlined the steps taken by the International Olympic Committee in the wake of a bribery scandal as effective for countering reputation damage: apologize immediately, investigate and punish and then reform.

But prevention is better than cure. Ultimately, the source of any reputation damage is a culture that allowed an incident to occur. Gori recommends building risk intelligence and compliance into company culture to ensure that the frameworks to facilitate whistle blowing and reporting are there as well as the willingness to use them. This, she says, must come from the top.

By:Gilles Hilary
Source: http://www.thejakartapost.com/news/2016/01/25/getting-boards-reputation-risk-management.html

Discussion about leadership often focuses on big-picture ideas and sweeping gestures. Leaders are people who take charge and make things happen. We think of them as having big jobs, larger-than-life personalities, and expansive vision.

But none of us were born with these qualities and achievements. Leadership ability is like a muscle – it gets stronger as you exercise it, says leadership coach Susan Mazza, founder of Random Acts of Leadership and author of coauthor of The Character-Based Leader: Instigating a Revolution of Leadership One Person at a Time. She says that enhancing your leadership skills and practicing "random acts of leadership" can cumulatively build your leadership acumen and help you excel when the big opportunities to lead come your way. Here are some acts of everyday leadership that can help.

Prepare Your Mindset

When you prepare the conditions for your success, you have a solid platform to support your leadership, says Seattle, Washington leadership and personal development coach Posy Gering, author of The Next You, Discovering Confidence, Calm and Courage – Now.

Such preparation happens in a number of ways. On the most pragmatic level, it means preparing yourself by building the knowledge and experience you need to lead. However, it also means preparing your attitude, mind and body. That includes being aware of how you feel, managing stress, taking care of yourself physically, and keeping your mind clear so that you’re able to solve problems and recognize opportunities when they arise, she says.

"[Leadership is] about doing less and being more. The reason you want to do these kinds of practices is that it increases your availability to your task, which is being aware of and solving problems so that other people can do great work," Gering says.

Express You Opinion (Even If It's Unpopular)

Mazza says that leaders aren’t afraid to say the thing that needs to be said, even if it’s unpopular. Proposing solutions to do things better or more effectively sounds like a no-brainer, but it can be difficult to create change in some situations.

Leaders practice speaking up by looking for opportunities to do so in appropriate ways. Sometimes, this requires a strong, firm approach, and sometimes it requires diplomacy. Either way, saying something when your gut tells you things need to change is the mark of a leader, she says.

Think About The Big Picture

While acts of kindness are designed to make a difference in the life of another person, Mazza says that acts of leadership are designed to make a difference in something bigger. That could mean taking a stand against an injustice or taking on a role that needs to be done. Leaders approach every situation looking for what they can contribute and how they can make a difference, she says. When you’re contributing ideas to meetings, bring them back to how they support the overall goals of the team or organization. Illustrate that you understand factors beyond the most immediate demands.

Gering adds that big-picture thinking also means taking appropriate action. Sometimes, that means acting immediately, but other times it means taking a more measured and thoughtful approach to a situation, waiting for more information or appropriate timing. Being able to understand the difference is an important leadership quality, she says.

Find Solutions

Leaders are good at solving problems, Gering says. They look for solutions that serve the needs of the greatest number of parties and understand that even effective solutions might not always be popular. She says it’s important to have critical thinking and creative skills to be an effective leader because the best solution might not always be the obvious one.

Look around you in your everyday interactions. Are there problems that need to be addressed? Can you approach another colleague and bridge a gap or find a better way to do something together? These are simple ways to show your leadership ability regardless of your position.

"More and more, we need people who are good collaborators and have the skills to learn with one another. That’s going to help us solve the business problems of tomorrow," Gering says.

Be Authentic

It’s hard to trust someone who is fake, so effective leaders need to convey that they’re really being true to who they are and what they believe, Mazza says. Look for ways to connect with others genuinely and don’t veer from your beliefs just because you’re under pressure to do so.

"One of the ways that we can bring leadership to any situation is by being willing to be real, which includes both being honest about what we’re thinking and what we’re feeling but also being genuine and interested in what others have to say," Mazza says.

By: By Gwen Moran
Source: http://www.fastcompany.com/3037973/simple-acts-that-build-your-leadership-presence

In many companies, work has become a place of disillusionment. Employees start with enthusiasm and creativity, but day after day they feel more and more helpless, as if they don't have any real choices anymore. Employees are overwhelmed, exhausted and bored. They feel like they have been shot down. Complaining and ridiculing others becomes the norm. The ""romance"" is gone. If this scenario sounds like your company, don't despair. Deep down, employees are begging to gain a sense of hope and enthusiasm again, but they need your help. If you make a genuine effort to follow these ten tips, you will not only notice attitude shifts, but real changes in behavior among your employees. Give it a shot, and watch the fun return!

1. WALK YOUR TALK. Instead of talking about better communication, start communicating better. By developing open two-way conversations that are energetic and contagious, your employees will feel comfortable to speak their mind. Make sure you listen to what is not being said. Include employees in meetings to get their perspective. Make your meetings interesting by surprising your employees with a new incentive or a message of appreciation. These ideas show that you are not just the leader, but one who really cares.

2. BE SUPPORTIVE. Discuss the weaknesses in the system without blaming individuals. Look at employee wish lists and follow-up with their requests. Ask them what they need from management to feel more valued. Employees need to know that their concerns are being heard. They need not only constructive feedback, they also need positive comments. When employees meet deadlines or suggest creative solutions that positively affect the bottom-line, recognize the behavior immediately. Include their names in a company newsletter, write a personal note and send it to their home, or place an advertisement in the local newspaper showing how much you appreciate your great people.

3. BE A LEADER WITH VISION. True leadership requires foresight, integrity and trust from both sides. Leadership liberates employees, by giving them direction and letting them do the job. Set up periodic reality checks to evaluate their progress, to make sure they are moving in the right direction. They need to know you are willing to hear about ideas they have - to make the company better than it already is today. Share your vision with them so they feel in the loop. Employees tell me rumors and back- biting would stop if only leaders would share future goals and visions of the company.

4. USE STRAIGHT TALK. Straight talk means being able to communicate without alienation or hurt feelings. Many managers have found straight talk to be very difficult. They cannot communicate criticism or compliments without feeling uncomfortable. Managers and employees need to learn to be direct and truthful. Encourage straight talk by thinking about what you really want to say, writing it down and practicing it. After you've practiced, how do you feel about yourself? If you feel good, try it with your employees. If you still are not sure, start from the beginning and figure out a better way to communicate your message. Make straight talk a habit. The more you use it, the more comfortable you will feel. It is important to tell others what they need to hear, not necessarily what they want to hear. I encourage leaders to tell their employees that constructive feedback is a gift. This is an area that some people still feel uncomfortable with, however, necessary in order for us to continually improve and grow.

5. BUILD SUPPORTIVE TEAMS. Build teams within departments, and throughout the entire company, to allow an open discussion of dreams and obstacles. Remove job descriptions that keep people stuck in a box. Reward employees who help others and contribute to the company as a whole. There are many exercises that can help teams to find their strengths and weaknesses. These exercises can remove barriers and blind spots and move the team forward. The ""we versus they"" attitude must be eliminated in order to make the team work. We don't need tolike each other. We do need to respect each other's differences. The most successful teams are the ones with diverse members. They bring in different ideas and a variety of strengths.

6. ENCOURAGE CREATIVITY AND LAUGH AT MISTAKES. When employees aren't afraid to take risks, their creativity will soar. Feeling ""in"" on things is still a major concern of employees. They have great ideas, yet are afraid to voice them. This is such a waste of possible solutions to key challenges of a company. Front line employees have a different perspective and must feel comfortable to share their ideas. Encourage this creativity on a regular basis. Les Wexner from The Limited has meetings called ""The Hall of Shame,"" where he tells his employees the biggest mistake he made during the week. He then asks each employee to reveal his or her biggest mistake, and encourages them to describe how the entire group can learn from that mistake. This idea works wonders when the leader begins the process. The question following this exercise is, ""What did we learn from it?"" Make sure to add some fun in order to make people feel comfortable with this idea.

7. EMPOWER EMPLOYEES TO FEEL LIBERATED. Managers and employees need time alone, time to think creatively. Intense and important work requires reflection. Companies that are obsessed with productivity usually have little patience for the quiet time essential for profound creativity. An element of fun lifts morale and increases productivity. Have each employee bring in his or her favorite dessert one day, and listen to the laughter begin. Ask them what they need to do in order to improve morale.

8. HELP EMPLOYEES FEEL COMFORTABLE WITH CHANGE. Learn how to start over and let go of ideas that may have worked in the past, but are no longer effective today. Remind your team that status quo is the kiss of death. We need to constantly look for new ways of doing business. The minute that someone says how good you are is the minute you need to improve. Companies that fail start believing in their own hype! Confront today's challenges while simultaneously probing new opportunities. Eat change for breakfast, lunch and dinner!

9. INSIST THAT EMPLOYEES ALWAYS KEEP THE CUSTOMER IN MIND. You have a lot of competition. Make sure your employees know why customers keep signing your contracts. Realize that curiosity will always lead employees down new paths. Ask employees ""How can we exceed our customers' expectations by knowing their needs, emotions and wants?"" Get employees involved with customers. This way employees feel like part of the team. They will be able to get into the customer's shoes and hear what ""keeps them up at night."" They can take the ideas back to the team and figure out how to go the extra mile to help the customer. An employee with a customer focus will naturally be creative and intuitive.

10. KEEP EMPLOYEES FOCUSED ON THEIR CHEERLEADERS AND FANS. Have your employees make a list of ten clients or co-workers that are thrilled with them and the way they conduct business. Ask your employees to figure out new ways to service their clients to help them in any way they can. Employees will shape their own future as they build relationships with their fans.

These ten tips will WOW your customers and make your competition drool. Your employees will feel like they are part of the company, as they come to work energized and full of passion. Have fun being an intuitive and creative leader. Encourage others to follow in your footsteps. Don't be surprised if YOU end up falling in love with your job again.

Source: http://www.cpsa.com/knowledgecentre/SRCArticleRead.aspx?articleID=159

There is nothing worse than having something bad happening at home and then bring it to the office to have others become involved because you’re taking it out on them. Personal problems are just that; personal and they don’t have a place in the office, so it’s important to find ways to keep them out of there.

While it’s hard to do, personal problems need to be left at home, so it’s important to find a way that works for you so you make sure this happens daily. There are several ways to handle it, but only one way will work for you. So it’s important to take a stand now and make sure you leave them at home every day.

One way to make sure your personal problems stay out of the office is to find a way to remind yourself daily to do this. You can put a reminder on your calendar or cell phone that tells you to do this. It doesn’t have to be anything long or detailed. The main thing is to word it in a way that’ll remind you of what you need to do.

Another option is to put a note somewhere that’s visible to you so you remember to leave the personal problems at home. You can put a note on the bathroom mirror, in your car, or on the computer monitor at work. The main thing here is to put it in a place where you’ll see it daily.

One last option to consider when you’re trying to leave your personal problems at home is to have a family member or friend help you to remember. This may be a bit of a struggle depending on the person you choose and what your problems are, but if you trust this person and you know how to control yourself so you don’t get upset with them, you’ll find the right way to keep them away.

Personal problems in the office can cause unwanted hate and discontent along with other things that could cause potentially hazardous work conditions for others. If you’re not focused on your job you could injure someone or you could cost the business thousands of dollars if you mess something up. It’s just not worth it when you can use these tips to help you leave them at home where they belong.