One versus ManyOne versus Many https://jasonlauritsen.com/wp-content/themes/corpus/images/empty/thumbnail.jpg 150 150 Jason Lauritsen https://jasonlauritsen.com/wp-content/themes/corpus/images/empty/thumbnail.jpg
The holy grail in HR seems to be to find a system or process that will impact every employee and affect change uniformly across the board. We strive to build performance management and talent management processes that can be applied at every level across the company. We look to find a way to get all managers to embrace the same best practices and become better leaders collectively. We spend money on consultants and technology that seem to hold the promise of this elusive holy grail. We want a clean, easy and elegant solution to our organization’s people problems.
- Executive leaders. Clearly, the group with the most significant influence. But, we don’t always have access to these folks.
- Emerging leaders. Those who are either formally or informally identified as the future leaders of the organization. This group may be the most significant because not only do they have influence today, but their influence will grow in the future.
- Informal leaders. These are the employees who may not have formal titles, but who others look to for what to do in times of change or conflict.
- Connectors. Those employees who have relationships that are broad and stretch across divisions. These connectors have the ability to spread ideas quickly due to their network.
Change happens one person at a time. The key is to start with the right person.