Dr. Francis Eberle, HR.com, June 2022
To connect is human. But connection during the pandemic was limited, which inevitably caused a shift in the workplace, leading employees to change jobs at a record pace. The upside of this phenomenon is that leaders now have an opportunity to connect with their people in new ways.
Ron Price, HR.com, July 2022
The nature of how people work, how organizations function, and how leaders lead has dramatically changed in recent years. People now are exposed to so much of the world and so much information constantly, they have endless choices in the way that they live and work. Employees are far more self-aware than in decades past, and the Covid-19 pandemic only increased the intensity of these changes. But are leaders keeping up?Read More
Dr. Evans Baiya, Hr.com, May 2022
Talent development is key to building a competitive organization.
A common mistake is to think your organization’s competitive advantage only comes from products and services, but this is not true. A competitive advantage is a result of superior talent—who are then able to make more contextual products and services and deliver them to the right customer, in the right context, and at the right time. Your talented employees are truly the ones who drive the success of your business.Read More
Dr. Evans Baiya, Authority Magazine, April 2022
Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I am a trained scientist, engineer, and I worked in Silicon Valley. My background is in engineering and chemistry, so I didn’t know much about strategy until I started moving up the ranks. When you’re in management you’re responsible for the execution of strategy. I was constantly asking myself, “What is strategy?” This was one of the reasons I decided to get an MBA because I really wanted to understand this language of business. Read More
Dr. Evans Baiya, HR.com, February 2022
Creating a long-lasting strategic foundation for your organization is not easy. Many leaders struggle in creating a successful strategy—often because the organization’s purpose is not clear.
A good strategy offers clarity to stakeholders, both on what the company is doing and where it plans to go in the future. If the path is clear, measuring and monitoring the execution is far easier. A clear purpose statement summarizes why a company exists. It answers the questions: why is the organization needed, who are its customers, and what do they value? Without these answers, a strategy isn’t specific or actionable enough to show the what and the where.Read More
Dr. Evans Baiya InnovationManagement.se, February 2022
Avoid these four communications landmines as you navigate the stages of innovation.
Innovation can sometimes feel like a winding journey that includes steps forward, backward and sideways. There are even landmines along the way that can stall or derail the process. These landmines are often communication points that, if not properly structured, will cause dysfunction, disengagement, lack of ownership, and lack of creativity within a team or an organization.
When this happens, what could be a groundbreaking idea is as good as dead. You need successful communication during each of the Six Stages of Innovation, or your team will fail to complete the innovation journey. Avoid communication sabotage by being aware of these four landmines.Read More
Dr. Francis Eberle Hr.com, January 2022
Asking what to do about the “Great Resignation” is the wrong question right now. A better question is, “How can we benefit from this shift? How can we make it into a ‘Great Opportunity’ instead?” This reframes the concern of the very real current worker shortage and plugs into the new attitudes and desires of employees.
Changing your perspective from great resignation to great reshuffle, as explained in a recent Korn Ferry article, unlocks the mindset you need to act. The number of people leaving their positions is at an all-time high. Whether they take other positions, become solopreneurs or freelancers, retire, or just drop out of the workforce for now, this means that employees are searching for something different—and here lies the opportunity.Read More
Dr. Evans Baiya, Hr.com, November 2021
How to help everyone find their role in creating innovation
Does this innovation challenge sound familiar? Your team leaders and managers acknowledge the importance of innovation and even sing its praises—but if you ask them how they routinely champion innovation within their teams, you might get crickets.
The problem is that most people managers, while they recognize the need for innovation initiatives, don’t engage in these initiatives themselves. Innovation isn’t their job; their main concern is ensuring employees get the necessary day-to-day work done. People managers are good at directing and growing what already exists but often struggle to guide their teams to new ways of thinking and creating.Read More
Dr. Evans Baiya, Fast Company, November 2021
Your company is one disruption away from becoming irrelevant. A few years ago, I spoke at a conference where I told the leaders in attendance this exact statement.
It struck a chord with one attendee: the chief innovation officer of the Great NW + Pacific BBB. He reached out to me to talk about his goals to move his regional Better Business Bureau forward, and we created an innovation academy designed to inspire innovation across every department—the ultimate goal was to jumpstart a culture of innovation. Fast forward 2 years, and 50 employees have graduated from the in-house training, innovation efforts have increased across departments, and the organization continues to report cost savings as departments find more efficient ways to work. Read More
Dr. Evans Baiya, InnovationManagement.se, November 2021
Five Data Missteps That Paralyze InnovationData can be a powerful enabler for innovation, but when used incorrectly, it can be a paralyzing force. It’s a critical component in measuring and understanding the need for innovation—if you cannot measure something, you cannot improve it. Whether you collect data based on historical perspectives or through experiments, it can bring the insights needed for truly great innovations.
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