7SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Lorraine Ranalli Lorraine Ranalli is Chief Storyteller & Communications Director, as well as published author. Her most recent work, Impact: Deliver Effective, Meaningful, and Memorable Presentations, is a pocket book of public … Web: LorraineRanalli.com Details Imagine being asked by the top brass of an organization to develop and facilitate for its esteemed leadership team a training program focused on change management, only to discover through post-training follow-up that despite giving the program excellent reviews, neither the executive staff nor members of the leadership team incorporated an ounce of the program into their management practices. It is not uncommon that even the heads of organizations who recognize a need for change are often among the most change-averse within an organization. Ironically, research suggests that organizational change is most palatable when leaders are seen as change agents, effectively modifying their own behavior before demanding others do so.Lee Hecht Harrison(LHH) helps companies around the globe transform their leaders and workforces so they can accelerate performance. Their recent Workforce Transformation study reveals 70% of organizations around the globe identify advances in digital technology as the primary external factor driving change and 59% identify increased use of digital technologies and automation as an internal catalyst for change.Regardless of the vehicle driving change, if change is inevitable how can it be presented in a way that employees will cotton to it?It comes down to leadership and the culture established at the top.Solutions might be found in Behavioral Economics, which according to Investopedia is the study of psychology as it relates to the economic decision-making processes of individuals and institutions. The theory is that understanding rational behavior does not necessarily lead to it because humans are emotional beings, able to be persuaded by shiny objects or well-spun data. The paradigm is one on which advertisers focus to maximize results. It would seem obvious that leaders of organizations, who are typically results-oriented, would be open to change, and many are. The problem is that rarely do they see the need to change themselves. Instead, many think change should happen at the next level down and that all will be well if everyone else simply follows their edicts. Ah, the human factor emerges again.According to LHH’s findings, 85% of employers around the world are concerned that their leaders are not capable of transforming their workforces to meet the needs that will ensure future success. Forbes Councils Member Nadir Hirji reports similar findings. He says getting buy-in from management is among the top three causes of change aversion. Hirji also cites technology as a leading driver of the need for change. He says that because digital transformation has no endpoint, organizations are under constant pressure to adopt new business models and refine their processes.Having been established under the precept that change is constant could be why some 21stCentury organizations adapt more readily to technological changes compared to organizations that struggle to remain relevant in the digital age. Remaining entrenched in 20thCentury business models is a death knell. Kudos to staples like Colgate, Brooks Brothers, Pfaltzgraff, and dozens of other organizations that have flourished for hundreds of years because of their ability to adapt to new technologies.Culture eats strategy for breakfast every day!According to the LHH study on Workforce Transformation, while primary change drivers are technological, the most important challenges are not. Workplace culture is the key to successful change implementation. The study reveals that resistance to change is a nearly universal challenge to most transformation initiatives. Fifty-four percent of respondents identify cultural inertia and resistance to change as the number one barrier to workforce transformation. Lack of a disciplined approach, mediocre leaders, lack of an overall strategy and vision, and the absence of a strong leadership pipeline round out the top five barriers. This is where strategy meets culture.Hirji recommends focusing on change enablement rather than change management. Executives with whom he spoke recognize that ongoing success comes down to people and culture. Strategy and culture are mutually influential. To address the challenge of cultural resistance to change, LHH recommends objectively defining current culture, and then creating a vision for the ideal culture. Empower those responsible for championing change and set clear expectations and measurable goals. The idea is to embrace change.Leaders can make or break culture; therefore, it is imperative to put the right people in the right seats on the bus—to borrow a chapter from Jim Collins’ “Good to Great.”Focusing on people and culture is a concept that is not missed on job seekers, either. A recent Wall Street Journal report reveals culture ranks nearly as high as salary on a list of prospective employees’ most important considerations. The need to attract and maintain the best talent is yet another reason for organizations to regularly test their cultural waters and adjust accordingly.The other Fish PhilosophyWhile many professionals are familiar with the workplace culture established at Seattle’s famous Pike Place Fish Market, the more commonly known philosophy associated with sea creatures is the adage, a fish rots from the head down. An organization’s tolerance for change comes down to leaders who are ready rather than reactionary.According to LHH’s findings, leadership capability is a major theme differentiating high-performing organizations from low-performers. If a majority of organizations recognize a need for change and a deficiency in the quality of leadership necessary to drive change, where is the weak link? The answer lies in training and development. The study finds that 91% of organizations are not meeting employees’ development needs, thus impeding innovation and growth.Take a look at how HR professionals rate their organization’s employee development:90% identify a lack in meeting career development needs91% identify a lack associated with providing tools and resources necessary to reskill and realign roles to meet organizational needs13% say they successfully train managers to hold effective career conversations with direct reportsThe findings indicate that fewer than half, just 40%, of organizations fill open positions with internal candidates. That means a majority of organizations not only lack the talent pool needed to grow, but they also are failing to leverage existing talent to meet emerging business needs. The solution is to embrace quality training programs. Consultation from an outside organization will ensure objectivity. Sure, there are costs involved but they are minimal compared to the costs associated with employee turnover and low morale.Just one more thing (cue: Columbo)Imagine a well-oiled business led by quintessential servant leaders, from the C-suite through middle management and supervisory staff. Growth is steady, employee turnover is remarkably low, and the applicant pipeline is miles long. Strategists prepare for outside influences that will impact internal operations, yet every now and again, some necessary changes are met with resistance by even the most contented employees. If not handled appropriately, implementing change even in a seemingly perfect environment can cause unwanted disruptions in morale and flow. The solution here is to establish consistent communication processes. In conjunction with quality training, communication from the top down is most effective when these 5 Cs are employed: clear, concise, complete, correct, and courteous.To protect the bottom line and keep it growing, leaders need to demonstrate enthusiasm for change, embrace opportunities associated with workforce transformation, and communicate a vision for success. Authentic buy-in at every level will abet smooth transitions and accelerate growth. The workforce transformation process is strategic, according to LHH, and it involves planning, developing, and redeploying employees to ensure companies have the critical skills and capabilities to help drive business forward. By its very definition, transformation implies many moving parts. In business, successful transformation requires an integrated approach that includes people, processes, systems, and technology.
The official start of summer on the island of Lošinj was marked by the opening of a new Japanese restaurant at the Bellevue Hotel, the only restaurant with Japanese cuisine on the Croatian islands.On Sunday, June 24, a gala dinner was organized at the Matsunoki restaurant, where a menu consisting of Japanese delicacies, such as salmon sashimi, nigiri sushi and gyoza – Japanese pasta stuffed with black Slavonian pork – was presented. The Matsunoki menu was created by the restaurant’s chief chef Saša Pribičević together with his team, and great emphasis was placed on the combination of local ingredients and herbs.The newly opened Matsunoki (Croatian pine) is a fusion restaurant of traditional Japanese cuisine in which original Japanese ingredients are combined with quality and fresh Croatian ingredients from local organic farming. The guiding principle of the team of chefs led by the main chef of the restaurant Saša Pribičević was to offer guests the best Croatian and foreign flavors, based on fresh, seasonal ingredients from organic farming that hotel guests and villas of the hotel brand Lošinj Hotels & Villas especially appreciate. Matsunoki Restaurant covers 240 m2 and can accommodate about 70 people, has a prominent sushi bar and an open kitchen so guests can see the food preparation. “All guests of LH&V and the island of Lošinj, lovers of Japanese cuisine and boaters who are in the Cres-Lošinj area on the menu of the Matsunoki restaurant can find oysters with granite from wine and herbs, maki sushi, beef teriyaki, chicken carrage, matcha ice cream with sweet azuki bean paste and sesame crumble and other famous Japanese dishes with a touch of Lošinj. In addition, Matsunoki makes homemade udon pasta on its own, which is paired in a wok with aged beef steak, young beans and teriyaki sauce. Top Japanese delicacies by chef Saša Pribičević are further complemented by a special offer of whiskeys from renowned distilleries from Japan, such as Nikka Taketsuru, The Yamazaki, Hakushu and Hibiki”Point out from LH&V. All in line with luxury tourism and the top offer developed by Lošinj Hotels & Villas, and Lošinj Bay Čikat has been very popular with gourmets and lovers of top wines for several years. By the way, it is important to point out that LH&V prepares gastronomic specialties using products and groceries from over 90 Croatian family farms from all over Croatia. Related news: THE COMBINATION OF “BLUE” AND “GREEN” CROATIA – DOES IT SOUND TO YOU?
The Lakers’ timetable on Bryant’s recovery also means he could either return at some point during training camp in Hawaii or just before the 2015-16 season starts. “In my mind, he’s coming back next year,” Scott said, “unless he tells me something different.”Bryant tore his left Achilles tendon on April 2013 and returned eight months later. But Bryant played only six games in the 2013-14 season before fracturing his left knee. In his 19th NBA season, Bryant averaged 22.3 points albeit on a career-low 37.3-percent shooting through 35 games before aggravating his right shoulder last week in New Orleans. Bryant then sat out the past three games while making various doctor visits before determining he would have surgery.Bryant became the fourth Lakers’ player to have a season-ending injury, including veteran guard Steve Nash (back), rookie forward Julius Randle (right knee) and reserve swingman Xavier Henry (left Achilles). “The biggest thing with Kobe is as long as (the media) are saying that he’s done, he’s going to come back,” Scott said. “He proved this year that he has a lot left in the tank and is still one of the best players in this league. If you guys keep saying he’s done, that’ll help him as well.”Scott may believe Bryant has a lot left in his tank. But Scott sounded cognizant Bryant will have to play with far more efficiency than a gas-guzzling vehicle. Scott originally pledged to play Bryant between 30 to 40 minutes per game during the 2014-15 season. But after Bryant averaged 35.4 minutes per game in the Lakers’ first 27 contests, Scott scaled back Bryant’s workload in hopes to improve his energy and shooting accuracy. Bryant sat in eight of the next 16 contests and missed most practices and shootarounds before injuring his shoulder.“For Kobe, play him at mid to low 20s minute-wise, but you have to have some horses to be able to do that,” said Scott, before looking ahead to free agency in July. “A lot of it depends on what guys we bring in.”The Lakers will have about $24 million to spend, roughly enough to offer a maximum-salary contract to one play. The Lakers also only have Bryant, Randle, Nick Young and Ryan Kelly under guaranteed contracts, leaving the Lakers with as many as 11 roster spots to fill. Hence, why Scott considered Bryant’s health “super important” in attracting potential stars. Scott added that Bryant will “absolutely” play in active part in recruiting free agents.But first things first. Bryant’s nine-month rehab begins. A long nine months await Kobe Bryant as he sits out the remainder of the 2014-15 season.The Lakers’ star will go through tedious amounts of rehabilitation after having a two-hour surgical procedure Wednesday to repair a torn rotator cuff in his right shoulder. Exhaustive debate will ensue on whether the 36-year-old perennial all-star can both play at an elite level and stay healthy following his third season-ending injury in the past three years. Yet, the Lakers remain confident Bryant will return for the 2015-16 campaign and play out the final year of his contract that will pay him $25 million. “I expect Kobe to make a full recovery and, if all goes as expected, he should be ready for the start of the season,” Dr. Neal ElAttrache said in a statement. Both ElAttrache and Dr. Steve Lombardo completed the surgery on Wednesday at the Kerlan Jobe Orthopaedic Clinic in Los Angeles. The Lakers (13-34) already enter Thursday’s game against the Chicago Bulls (30-17) at Staples Center fielding adversity. They have the NBA’s fourth-worst record, part of which included the team going 2-9 without Bryant. The Lakers’ nine-game losing streak also brings them one defeat shy of tying the franchise record set in April, 1994 for most consecutive losses in a season. “If that happens, I’m going to feel pretty messed up,” Lakers coach Byron Scott said. “But right now, I’m trying to go through the process of trying to get us better, seeing some of our young guys and develop some of those guys.”Scott reported Bryant sounded in “great spirits” during a five-minute phone call Wednesday morning before surgery. Scott also joked Bryant texted him and consoled him Tuesday evening following the Lakers’ loss against Washington. But nothing matches the ominous cloud surrounding Bryant’s future. Bryant plans to wear a sling to protect his right shoulder in the next six weeks. But the rest of his rehabilitation after that currently remains unclear. “All I know is that it’s pretty painful,” Scott said, “and the rehab is long.” Newsroom GuidelinesNews TipsContact UsReport an Error