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Viewpoint: How to Get Talented People Engaged in the Sport of Strategy
The picture of a successful company has evolved over the last decade to reflect changes in the business environment as well as changes in the nature of organizations. Going forward, the impact of talent structure and talent readiness will be the difference maker in the work of making strategy happen. The model for winning will […]
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The picture of a successful company has evolved over the last decade to reflect changes in the business environment as well as changes in the nature of organizations. Going forward, the impact of talent structure and talent readiness will be the difference maker in the work of making strategy happen. The model for winning will be shaped by talent that is designed and built for the demands of being better, smarter, and faster than the competition.
What does strategic team engagement look like?
Across the broad conversation about engagement, degrees of engagement, the paths and nodes of engagement, we see a recurrent set of themes. Engagement means:
– Intentional learning and discovery, with an attitude of curiosity, attention, risk-exposure, discovery.
– Commitment and accountability, with a meaningful sense of responsibility, both personal and professional.
– Personal resolve and enthusiasm, with a mindset of energy and passion, motivation, and joy for the work.
– Interpersonal effort and influence, with the right level of advocacy, exchange and interaction with colleagues, and collaboration and empathy that serve the mission.
– A drive to organize, arrange, and help make sense of the many pieces of a project or mission in a way that helps spark progress and action.
– The motivation to independently seek out the more challenging, forward-looking tasks that lay the groundwork for, or are part of, next steps and future phases of work.
– An effective, demonstrated drive to collaborate with teammates, along with the savvy and discipline to work with them to accomplish things that no one person can do alone.
– Appreciation and human respect, with the character and trust to approach every endeavor on a good path.
These are principles, and they reflect in culture. These are attributes, and they reflect in everyday thought and behavior. These are elements of strategic talent, and they reflect the competence, motivation, and connections of a solid body of team capacity for making the company’s strategy happen. These help form the bridge from where a company is today — and where it needs to be tomorrow. This set of engagement factors often separates market leaders from the rest of the competitive pack. In the absence of these factors, strategic teams will falter.
What does it take to get talented people engaged?
Beyond the obvious notions of positive work engagement, we have found people with different kinds of talent are most engaged when:
ν hey are aware of and part of the strategic agenda of the business. They are able to see themselves and their work in the context of making the strategic agenda happen. They look at things from their perspective, as the working agents of the strategic agenda.
ν hey are matched into strategic teams on the basis of their specific talent blocks and beams, their technical, analytic, creative, resource, solution and relational skill sets, and their combination of experience, temperament and business expertise.
ν hey are immersed in the cultural agenda of the business, where the everyday thought and behavior of people across the organization serve as a foundation for, and expression of, what matters in making strategy happen.
These are the content and context markers for true engagement, where people see themselves as part of something important and valuable. These help define the questions and answers that are blended by people who are gauging their intentions, objectives, and challenges. Strategy engagement is a personal and professional choice, an act of moving from departure points to destination points. And while people have different motives, their essential need to be part of something important is central to engagement.
For those who lead and manage at every level of the company, here is what really matters. First, getting our people exposed to the strategic agenda, the picture of what we stand for as a company, and the picture of where we’re headed, and why. This seems so simple, but many in the workforce have no idea, and that’s a shame. Next, getting our people settled in the right strategic teams, in the right roles, with the right support and the right interfaces. Team design is critical, roles and responsibilities are important, interaction norms and practices are catalytic. Third, getting our people settled in cultural and subcultural terms, with the awareness that culture informs and influences the strategic efforts of the organization in different ways.
These three things encourage and enable people to become more engaged and to sustain that engagement. However, talent is something that is shaped by many things. Knowledge, experience, perspective, background, education, demeanor, and a host of other factors shape personal talent and professional readiness. The bottom line is both simple and complex, and it comes down to getting people into sync with the “why, what, how” of making strategy happen.
Daniel Wolf is president and co-founder of Dewar Sloan, a consulting group focused on strategy direction, integration, and execution. He is author of “Strategic Teams and Development: The Field Book for People Making Strategy Happen” and “Prepared and Resolved: The Strategic Agenda for Growth, Performance and Change.”
Massive Budget Deficit Will Dominate 2020 Session
As we progress through this new year at the start of a new decade, the looming $6 billion New York State budget shortfall is a harsh reminder that some things just never change in Albany. Uncontrolled state spending, unfunded mandates, and an anti-business regulatory climate continue to plague our state. Tax hikes on families and
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As we progress through this new year at the start of a new decade, the looming $6 billion New York State budget shortfall is a harsh reminder that some things just never change in Albany. Uncontrolled state spending, unfunded mandates, and an anti-business regulatory climate continue to plague our state.
Tax hikes on families and businesses to cover the costs of these reckless policies have driven millions out of the state over the last decade. According to an analysis of U.S. Census data by the Empire Center for Public Policy, close to 1.4 million people have left the state since 2010. New York lost more residents than any other state, and this is our fourth consecutive decline in population, according to the Census data.
Leaders have a responsibility to reverse these trends. Instead, the Democrat leadership in Albany largely ignores the clear warning signals.
This year’s budget woes are mainly driven by increased Medicaid costs, or what Gov. Andrew Cuomo calls a “structural imbalance.” However, a recent study from the Mercatus Center of George Mason University concluded that up to 433,000 New York residents “with income above the allowed limit” are enrolled in Medicaid, and the number of New Yorkers getting benefits despite earning too much to qualify rose “by more than 80 percent” from 2012 to 2017. Perhaps this is one reason why our per-capita Medicaid costs are already the highest in the nation. New York spends more than the states of Florida and Texas combined, even though both states each have larger populations.
The fact that the state budget gap is at the highest level since the Great Recession, while the national economy is so strong, should lead to a discussion about our Medicaid program and the state’s tax and regulatory climate. We also need to deal with the cold, hard reality that the state simply cannot afford everything it tries to do. The $100 million in your hard-earned tax dollars an unelected commission has committed to spend on public campaign financing is one easy example.
Unfortunately, the Democrats are already talking about raising taxes before engaging in any serious examination of the real problems behind the massive deficit. Only in the politics of Albany could one continue to believe that our state has a revenue problem and not a spending problem.
The priorities for the upcoming legislative session should be to rein in spending and reduce taxes so we can pursue an aggressive economic-development strategy. A good start would be to practice what we preach on capping spending, requiring a two-thirds majority vote by the legislature before raising state taxes and increasing the Manufacturer Real Property Tax Credit to help spur economic development.
If we want to create a brighter future for New York State in the coming decade, Albany must start learning from its history of failed tax and regulatory policies instead of continuing to repeat them. It’s time to reimagine New York.
Robert Smullen is the Republican representative of the 118th New York Assembly District, which encompasses Hamilton and Fulton counties as well as parts of Herkimer, Oneida, and St. Lawrence counties.
Fixing the System is Up to All of Us
You know these words, but how often do you stop to think about them? “We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity…” They
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You know these words, but how often do you stop to think about them? “We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity…”
They belong, of course, to the Preamble to the U.S. Constitution. That remarkable document is not just the blueprint for our political system. Its Preamble is also a profoundly aspirational call to arms. Because when you read it, it’s hard not to ask yourself how we’re doing — at establishing justice, promoting the general welfare, securing the blessings of liberty, and, in sum, creating a more perfect union.
It’s especially hard to avoid asking this question now, when the warnings of democracy in retreat are all around us. For many, the creeping authoritarianism that has taken hold in any number of countries — Russia, China, Bolivia, Turkey, the Philippines, and Hungary, among others — seems alarmingly on the ascendant.
You can also look around and find developments that make you wonder whether the world’s democracies have much cause for complacency. Worrisome environmental trends, population growth, climate change, the ills that go along with rising consumption — like mountains of trash and depletion of natural resources — all suggest a world unable to rein in its appetites.
Yet it’s undeniable that we’ve come a long way in this country and in other democracies, expanding women’s rights and the rights of minorities, ending child labor, banning nuclear testing, improving literacy, building strong economies. The world’s most vibrant economies and most nimble military forces remain mostly in the hands of democratic nations: the U.S., France, Great Britain, Germany, Japan, and Australia.
I don’t believe that people around the world favor authoritarianism. They prefer a voice in government. But most of all, they want decent lives for themselves and their children. They are not so wedded to a democratic system that if they see no improvement in their lives, they’ll reject authoritarianism. So democratic governments have to perform. They have to meet the expectations of their people and improve the quality of their citizens’ lives.
In the U.S., many Americans, worried about the direction of their country, wonder whether it is making progress toward the ideals of the Preamble. We seem to advance, fall back, and then move forward again, all in incremental steps.
What do we mean when we talk about “a more perfect Union”? I suppose we think of material progress. But more fundamentally, I hope, we think about the expansion of human freedom and progress toward the goals set out simply and eloquently in the Preamble. There’s a sense that we’re all in this American experience together: it brings us together and connects us with our past, present and future.
The American experiment in representative democracy is always a work in progress. The results are always in doubt. Lincoln’s words at Gettysburg — “whether a nation so conceived and so dedicated can long endure” — will probably resonate for as long as we’re a nation.
We face immense systemic problems at the moment: racial discrimination, wage stagnation, staggering income inequality, political polarization, the pernicious effects of too much money washing around in the system, the degradation of civil discourse. It’s not a given that we’ll be able to resolve them, and we always have to be alert to the fact that our freedoms and rights can be eroded. So, to prevent this erosion, we have to step up to the task of responsible citizenship.
This is a challenge for every generation. We’ve stepped up to it in the past, through world wars, the Civil War, economic recessions, and depressions. As Americans, we believe in a set of democratic ideals, basic rights, fundamental freedoms, and the notion that all people are created equal and all are entitled to dignity. These are ideas that give us cohesiveness and identify us.
But we cannot take our ability to deliver on them for granted. Without a renewal of energy and commitment to the democratic values of the Constitution, without acting on the call issued by the Preamble, we could lose them.
Lee Hamilton, 88, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.

CHARLIE NOEL has been hired as member partner advisor at AmeriCU Credit Union. She joins a team of advisors focused on membership development, outreach, and financial education. Noel comes to AmeriCU with 15 years of prior credit-union experience at Empower Federal Credit Union, most recently as business-development manager. She will be responsible for growing business
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CHARLIE NOEL has been hired as member partner advisor at AmeriCU Credit Union. She joins a team of advisors focused on membership development, outreach, and financial education. Noel comes to AmeriCU with 15 years of prior credit-union experience at Empower Federal Credit Union, most recently as business-development manager. She will be responsible for growing business partner relationships in parts of Onondaga, Cayuga, and Oswego counties.

Attis Industries has hired TIM STITT as plant controller. He has primary responsibility for the financial functions of Attis Ethanol Fulton and acts as a business partner with plant and corporate management to manage and control the local business. Stitt most recently worked as a senior consultant at Fust Charles Chambers LLP, where he obtained
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Attis Industries has hired TIM STITT as plant controller. He has primary responsibility for the financial functions of Attis Ethanol Fulton and acts as a business partner with plant and corporate management to manage and control the local business. Stitt most recently worked as a senior consultant at Fust Charles Chambers LLP, where he obtained his CPA license. He earned his master’s degree in accountancy from Syracuse University’s Whitman School of Management. Before that, Stitt spent six years enlisted in the United States Navy.

DONALD J. SIPHER has joined Atlantic Testing Laboratories (ATL) as vice president. He has extensive experience with similar service lines provided by ATL. Sipher has held technical positions focused on geotechnical engineering, subsurface exploration, dam design and remediation, and construction materials testing. He holds a bachelor’s degree in chemical engineering from Clarkson University, a master’s
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DONALD J. SIPHER has joined Atlantic Testing Laboratories (ATL) as vice president. He has extensive experience with similar service lines provided by ATL. Sipher has held technical positions focused on geotechnical engineering, subsurface exploration, dam design and remediation, and construction materials testing. He holds a bachelor’s degree in chemical engineering from Clarkson University, a master’s degree in chemical engineering (geotechnical) from Purdue University, and an MBA. Sipher has remained involved with Clarkson University serving on the Engineering Advisory Council of the Civil Engineering Department and with recruiting efforts. ATL is headquartered in Canton and has additional offices in Plattsburgh, Watertown, Syracuse, Rochester, Elmira, Binghamton, Utica, the Poughkeepsie area, and the Albany area (Clifton Park). Sipher is based in the latter office.

BABETTE BURGAN, an adult-gerontology nurse practitioner (AGNP), has joined Huntington Living Center. Burgan has worked in health care as a registered nurse for 11 years and as a licensed medical social worker for eight years. She has experience in acute care, psychiatry, and long-term care and is a basic life support (BLS)/CPR certified instructor and
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BABETTE BURGAN, an adult-gerontology nurse practitioner (AGNP), has joined Huntington Living Center. Burgan has worked in health care as a registered nurse for 11 years and as a licensed medical social worker for eight years. She has experience in acute care, psychiatry, and long-term care and is a basic life support (BLS)/CPR certified instructor and certified in advanced cardiovascular life support (ACLS). She is also certified as an AGNP. Burgan completed her bachelor’s degree in nursing from the University of Rochester, master’s degree in nursing from Keuka College, and master’s degree in social work from the College at Brockport and Nazareth College. She also has a bachelor’s degree in physical education from Canisius College.

ALICIA ELWOOD, a certified family nurse practitioner, has joined Rome Medical Practice’s obstetrics and gynecology practice, called All About Women. Elwood graduated from St. Elizabeth College of Nursing with a registered nursing degree. After eight years of nursing, including experience in pediatrics and home care case management, she earned certification as a family nurse practitioner
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ALICIA ELWOOD, a certified family nurse practitioner, has joined Rome Medical Practice’s obstetrics and gynecology practice, called All About Women. Elwood graduated from St. Elizabeth College of Nursing with a registered nursing degree. After eight years of nursing, including experience in pediatrics and home care case management, she earned certification as a family nurse practitioner at SUNY Polytechnic Institute in Marcy.

NBT Insurance Agency has hired JOSEPH VALENTINO as its new business development manager in the Syracuse region. He brings experience in auto sales and financing to his new position. Valentino will be charged with growing the agency’s personal lines and small business customer base in the Syracuse area. Prior to joining NBT Insurance Agency, he
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NBT Insurance Agency has hired JOSEPH VALENTINO as its new business development manager in the Syracuse region. He brings experience in auto sales and financing to his new position. Valentino will be charged with growing the agency’s personal lines and small business customer base in the Syracuse area. Prior to joining NBT Insurance Agency, he was a finance and insurance manager at East Syracuse Chevrolet and has also worked in other customer service and sales roles. Valentino recently received his bachelor’s degree from Le Moyne College.

Bousquet Holstein PLLC has elected NATALIE P. HEMPSON-ELLIOTT and JANA K. MCDONALD as members of the law firm. Hempson-Elliott joined the firm in 2014 and is part of the its real estate, business, and public finance practice groups. She has more than 10 years of experience representing clients and has significant experience representing not-for-profit and
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Bousquet Holstein PLLC has elected NATALIE P. HEMPSON-ELLIOTT and JANA K. MCDONALD as members of the law firm.
Hempson-Elliott joined the firm in 2014 and is part of the its real estate, business, and public finance practice groups. She has more than 10 years of experience representing clients and has significant experience representing not-for-profit and for-profit developers, and advising on a variety of transactions. Hempson-Elliott also serves and advises clients in various corporate matters. She is a graduate of the Syracuse University College of Law and a graduate of Hobart and William Smith Colleges.
McDonald joined Bousquet Holstein in 2017 and is part of the firm’s real-estate practice group. She handles commercial real-estate transactions and represents business, institutional and individual clients in connection with a wide range of matters. McDonald began her career representing commercial and industrial developers in New Jersey and South Florida, later served as the City of Utica’s director of planning, and subsequently practiced as a transactional and real property litigation attorney in Cazenovia at the Lindenfeld Law Firm. McDonald graduated from the University of Florida College of Law and the University of Virginia School of Architecture, with a bachelor’s degree in city planning.
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