Growth Resources Institute

Chicago Booth: Data shows remote work is worth the effort. CEOs argue return-to-office mandates improve productivity & bottom lines. But data from 137 S&P 500 co's RTOs show declines in employee satisfaction & no meaningful effect on the co’s financial performance or market value. bit.ly/3VU6kvv

Meet Gerard Arnaud, the one who started GRI in France 10 years ago! Gerard has held leadership roles in the automotive, insurance & retail industries. He successfully led GRI’s deployment in companies like Randstad, always bringing a strong interest in developing people & his positive energy.

How to do it well if RTO (return to office) is your org’s focus. In this short #podcast from McKinsey Bryan Hancock & Brooke Weddle share data including what employees want, whether burnout levels are higher w/in-person or remote work, & if there is a generational component. bit.ly/46vejVP

Key points you'll hear in the podcast include:
⭐Team-Specific Performance Models
⭐Individual vs. Group Dynamics
⭐Job-Person Fit Analysis
⭐Energy Cost Assessment for Behavioral Adaptation
⭐Alignment Before Team Building

Most orgs miss the multiplier effect of understanding how team members function together. In #podcast ep.3, behavioral dynamics accelerate revenue growth, the critical difference between adapting people to jobs vs adapting jobs to people & why orgs wait to address team dysfunction bit.ly/4gMinV3

The overall conclusion is that for many employers, successful and customized adoption of flexible work can help them compete in the talent market.

For orgs grappling w/the RTO/WFH issue: Per McKinsey, flexible-work models were 1 of the top 3 motivations for seeking a new job in 2024. Workers were willing to leave their jobs for more flexible work, w/ 17% leaving in the past year because of changes to their work arrangements. bit.ly/4mwLf51

How does #PsychologicalSafety develop in #teams? Managers must actively cultivate it, especially when the workplace is partly or fully #remote. The real practical question is how? The answer is in GRI’s adaptive profiles.

Remote work has been mostly desk jobs, but advances like digital twin technologies are allowing traditionally in-person workplaces like agriculture, transportation, health care, & manufacturing to WFA. What are you seeing? bit.ly/4nA7NCP

Podcast: Why AI Resume Filters Are Eliminating Your Best Candidates. Hiring and talent management with Frederic Lucas-Conwell

Learn the fundamental flaw in asking for "perfect" candidates & how behavioral intelligence helps you spot the hidden characteristics that drive performance especially in candidates who might not have a perfect resume. It's not just about hiring, it's seeing what your eyes can't see. bit.ly/4n853Nl

@hbr.org makes the point that orgs & employees benefit when leaders are remote, because they can hire from a broader pool of candidates. There are still concerns about overseeing employees, team culture, & visibility, but you overcome them w/a work-from-home management toolkit. bit.ly/4mnh14A

Whether you have opted for a hybrid work model or full WFH (work-from-home), knowing how your employees prefer to work will increase engagement and performance.

Would a better understanding of how people perform help remote work become more efficient? Yes, by understanding what’s happening, showing the right attitude, and taking positive, useful actions.

Leadership 3.0 transforms leadership from a guessing game into a data-driven science, empowering thriving teams and creating organizations built on measurable intelligence. Find out why it's the future of leadership! #leadership #managers
bit.ly/3JJTI7n

Rooted in Revenue podcast: GRI founder @flucasconwell.bsky.social and host Susan Finch explore how behavioral intelligence is revolutionizing the hiring process. They offer practical insights into building high-performing organizations through a better understanding of people: bit.ly/47pTWKz

Korn Ferry survey of board members & CEOs. We talk about behavioral intelligence instead of EQ, but what’s interesting is that at a time when the human factor & the “soft” or “power” skills are becoming more important, leaders & organizations seem to be losing sight of them bit.ly/46ajgD6

Ethics in mngmnt is an important but often powerless concept w/out valid info on how others view the world differently than you. Private techniques dont offer this information accurately & without bias. You CAN get it via a standardized process & by applying statistics, as in GRIs adaptive profiles

The mark of a great leader is not how quickly they act, but how wisely they decide. When you inherit a team, you’re not just managing headcount; you’re shaping or reshaping culture. How you show up in those early days sets the tone for your #leadership brand. #teamwork bit.ly/4oN1YTV

Leadership 3.0 is a way of applying existing theories with a more realistic view of how people work. It starts by assessing your unique #mindset & how it translates into action, as in your adaptive profile. Then apply that to better lead people & orgs w/ your best #leadership theory in mind.

Short video from MIT Sloan Review discussing the leadership skills and traits that it takes to guide an organization through the business and workforce transformations that AI is bringing. These may surprise some of you! #AI #leadership bit.ly/4lpPQW8

Meet GRI: George Northup is on the GRI Advisory Board. He served as CEO at several companies, built four co's w/ more than $2B cumulative revenues, & is an investor, board member & advisor to multiple venture-backed tech co's. George started at Deloitte & Touche and has a BS with honors from Duke.

What Wartime Service Taught These Historic Leaders from Harvard Business School Working Knowledge: A brief look at three American leaders, and the #leadership lessons they gleaned from their military service during wartime. bit.ly/45nyLGq

Meet GRI: Andre Litmanowicz is GRI Mging Partner, Brazil. He deployed GRI at Guabi, is CEO of Great People Sales & Healthy Place to Work Brazil, & director on the boards of Fisher Piscicultura Água Vermelha & Instituto Jô Clemente. Andre develops successful employees thru exceptional leadership.

Korn Ferry points out that it's tough to identify individual contributors with leadership potential, & then develop them appropriately. They offer some tips for looking outside the usual parameters for your next leaders, and then ideas for crafting training programs that work. bit.ly/45aQ2T8

What’s the impact of great leadership on company performance? Ask again: Short or long term?
Answer for the long term: Everything.
We know leadership has significant leverage on performance. That may be why CEOs are paid a fortune & search firms are rewarded for attracting the right ones.

8 Competencies for Successful People Leaders is interesting plus identifying leadership potential through a variety of channels to find options that might be missed. It's what we see at GRI, that you can develop great leaders across a range of behaviors. bit.ly/455kLkz

Meet Our People - Barbara Silva is on GRI’s advisory board. She is an international speaker, Founder & CEO of @Singularity Chile & @Her Global Impact. Pushing the boundaries of tech entrepreneurship & AI. Ask Barbara about GRI & leadership 3.0. www.barbarasingular.com GRI Who We Are: bit.ly/3GXcxmm

As a leader, do you know what situations best suit your core behavioral preferences? With GRI, clarify how you best lead and perform, with depth and nuances, plus how what you learned adapts to those you manage. #behavior #leadershipdevelopment #management

Interesting study fr Harvard. When hiring a CEO, companies don’t always attend to the difference between leading & managing, & put the wrong person in charge. Survey of 5,000 CEOs in 42 nations shows firms underperform w/top executives whose skills differ fr what the co actually needs bit.ly/4lCkqwf

The distinction between #management & #leadership styles is not new. Behaviorally, cognitively & affectively, people are more inclined to express one style. It takes a huge amount of energy to adapt styles. W/GRI’s missing metric learn what it takes from a leader to manage & from a manager to lead.