Change happens in a clear process: 1. form, 2. storm, 3. norm and 4. perform. Some storming processes are more brutal than others and some can be done with humor and even grace. The best change happens with humor and invitation to dialogue to come to a better conclusion and way of being. Chris Rock is no exception. He is taking the stage tonight with his monologue at the Oscars #OscarsSoWhite.
There seems to be two methods of storming that have two very distinct outcomes.
1. Crowd/Group Riots: Some of the worst riots in history have led to the death of 100s of individuals, police officers, resignations, job loss, and unconscionable emotional upset. Such examples include the 1992 Rodney King Race Riot, 1967 nationwide riots in most major US cities that led to over 100 deaths, and the 1968 riots following the assassination of Martin Luther King, Jr which were as widespread and deadly.
2. Dialogue. On April 4, 1968, on the eve of Martin Luther King assassination, despite concerns for his safety, Robert F. Kennedy gave an impassioned speech to call for dialogue instead of violence to a rally at 17th and Broadway in the heart of Indianapolis’s African-American ghetto. RFK invited compassion instead of violence, eloquently communicating the pain he felt when his brother, too, was killed by a white man.
WE CAN MOVE IN THAT DIRECTION AS A COUNTRY, IN GREATER POLARIZATION — BLACK PEOPLE AMONGST BLACKS, AND WHITE AMONGST WHITES, FILLED WITH HATRED TOWARD ONE ANOTHER. OR WE CAN MAKE AN EFFORT, AS MARTIN LUTHER KING DID, TO UNDERSTAND, AND TO COMPREHEND, AND REPLACE THAT VIOLENCE, THAT STAIN OF BLOODSHED THAT HAS SPREAD ACROSS OUR LAND, WITH AN EFFORT TO UNDERSTAND, COMPASSION, AND LOVE.
Senator George Mitchell spent several days in Ireland during the Peace Accords, working through the grueling emotional pain of those from North and South Ireland. I spoke with Senator Mitchell back in 1998, and he told me that being with the people, and truly empathizing with their pain and working through the details of the pain is what brought the Ireland Peace Accords to consensus.
There are common denominators to requests for help in the area of diversity based on any factor, be it sexual orientation, race, color, or gender. The common denominator is emotional pain. It doesn’t feel good to be excluded, to be hurt, to be talked down to, to be discarded, to be disrespected.
This kind of behavior dates back in our memories to the schoolyard bully and back in history to the stone aged man dragging “his woman” by the hair. It is not to be tolerated, however, it must not be fought with any other weapon but dialogue, consensus building, empathy, caring, and moving toward a better and more understanding human right. The human right to be seen equal in the eyes of all.
Human resources professionals in the insurance industry face a unique set of challenges from both technology and talent. Analytics have made a splash in many industries, but their direct application to insurance HR is not always readily apparent.
Turning your HR operations into a data-driven powerhouse requires convincing management that the investment is worth it. You can note that leading talent management and enterprise resource planning systems offer a bevy of metrics and options to select key performance indicators. But, these often won’t help you apply metrics, KPIs, or global data to your workforce.
You need quick, small wins that address some of the most significant problems you face. This quick dive into predictive and workforce analytics can help you learn where applications may exist and how to think about data for your organization.
Measuring Knowledge Transfer
As an HR professional in the insurance market, you know the industry faces a workforce gap. For many of you, it’s growing.
The aging and retiring workforce has pushed out middle management in almost every industry. The Millennial workforce focuses on digital skills and insurance, as an industry, has struggled to give itself a technologically savvy appearance. Today’s insurance workforce is seeing the most skilled practitioners retire and struggling to pass on lessons to a small set of younger workers that lack significant industry experience.
The transfer of knowledge across the divide is essentially for long-term health of each insurer. If you’re not tracking the success of employees during and after the knowledge transfer, then you might be wasting your employees’ time and harming your company’s long-term viability.
Your analytics should extend to track the formal and informal mentoring that goes on in the workplace. This can be tracked via established programs and with simple questions in a weekly review or check-in that ask: Who was the most helpful in the office this week? Did anyone show you something you didn’t know? What was it?
Onboarding programs already require significant interaction between new employees and your top staff. However, these are often limited to checking off a box so that you know everyone has practiced with your software and read the harassment policy. Following through with talent tracking that knows who demonstrated the software may help you find bottlenecks.
If Dave just gives your employees the handout but Michelle walks them through each process, there’s a potential that Michelle’s trainees will perform better over time when training on complex tasks. However, Dave may achieve the same results when it comes to understanding and adhering to corporate policy because nothing beyond reading the policy is needed.
Michelle’s hands-on approach can then be reserved for training on complex systems where gains are largest. If she enjoys mentoring or the process being reviewed, you might see even higher gains in bridging the skills gap.
Once you establish a baseline of this data, predictive analytics can help you find similar benefits in your knowledge transfer as well as many other KPIs.
Considering KPIs: The Average Time to Settle a Claim
One of the top KPIs across almost all insurers is the time it takes for the company to settle a claim. This data can be tracked across touch points to see how long each person takes to complete their part of the settlement process, as well as tracked separately for each policy the insurer offers.
Policies all have different claims periods so it’s not uncommon to see different a large gap between the speed of closing claims across products. No analytics program will deliver a paradigm shift in claims processing that resolves medical claims faster than a theft.
However, analytics may help you optimize the claims process across your products.
Breaking down the entire process and tracking each individual element may show you that claims in a certain region take longer to have an inspector visit, or a specific hospital may take five calls to get a document compared to your average of three.
Applying predictive analytics to this process can help you best identify partners or employee traits that make someone right-fit for a particular position.
You may also discover common elements that have no negative impact, but highlight areas for improvement. A medical insurer may find that new doctors’ offices are using a certain type of EMR/EHR, and a software improvement on the side of the insurer can yield proper integration so those records auto-populate claims forms.
This is just one KPI, but tracking its data can help insurers realize operational efficiencies that have positive benefits throughout an entire operation.
Consider the EMR/EHR example. Predictive analytics may show that you can expect a certain volume of claims with offices using a specific format. It may also tell you that you can expect a quicker and cheaper claims resolution process after you integrate to use that format. Underwriters now have a reason to offer a small discount for working with integrated partners, using claim resolution data to create a preference for products that will have shorter resolutions in the future.
Taking the Next Steps in Workforce Optimization
Pairing analytics with performance reviews also gives you a chance to ask one of the most important questions for top performers: What aspect of the work do you like the most?
Review this information regularly through workforce management practices like templated performance improvement plans. A steady stream of data will allow HR professionals to track these desired work areas and identify opportunities for top performers and rising stars to experience more of the work they enjoy.
We know that happy workers tend to perform better. The University of Warwick quantified that last year with a study[i] that found happy workers are 12% more productive, while unhappy workers are 10% less productive.
Applying this via analytics and PIP templates is pretty straightforward and won’t impose on any HR team. Review performance data to identify the areas where each employee perform best. Add a question to the PIP template that asks them what work they most enjoy or where they feel underutilized. Review responses and build a list matching your star employees with their desired work areas.
When new opportunities arise in one area, match it with the top employee for that work area. If this creates a gap in another work area, match the top employee for that process, and so on.
Specific to insurance, this may move your team around where certain members interact with vendors while others are your new front-line when claims are first made. Employees who have the best relationships with your inspectors or adjusters may be able to leverage that into improved performance and operational efficiency.
Analytics provides that information that your knowledgeable HR team can use to identify gaps. Modern software and talent management best practices prepare them to capitalize on each opportunity.
Almost every aspect of workforce management and top talent identification is viewed as a “high” or “very high” in terms of importance by the HR professionals in our recent BPI survey of over 50 organizations in various industries ranging from financial services, oil and gas, healthcare, insurance, to manufacturing and retail services.
This shows that analytics has the potential to impact talent management at every level but may also signify that analytics is viewed as a catch-all.
It takes a specific analytics plan and strategy to turn predictive modeling into a useful tool, especially for “Productivity” and “Leadership,” which had the largest score in the “very high” designation.
Question: To what extent are the following analytics important to your organization?
An interesting interpretation of this data suggests that actual outcomes, such as increases in productivity and retention, are more important than a measurable ROI.
This is further borne out by the most important metric in the realm of productivity being the ability to place employees to maximize performance, which could lead to significant gains but the volume of changes may make attribution of success very difficult.
HR professionals recognize that leadership talent must be nurtured by placing it in the right position that match their functional expertise and leadership strengths.
Determining Who to Keep and Promote
Survey respondents overwhelmingly sought out analytics to help them solve concerns identifying and predicting who should be retained because they’ll become a star leader.
Some important responses to consider: • 82% want analytics to help them determine the best training and development approaches for their top talent. • 80% turn to analytics to determine what characteristics demonstrate or predict team leader effectiveness. • 73% say the top retention analytic goal is determining who HR professionals should strive to keep based on projected future contribution.
An HR team’s strength is in its ability to understand the intersection of employee strengths and firm resources. The ultimate goal is to use analytics to determine the most effective training methods and applying them to the employees with the highest probability of being future standout employees.
Past research from the Best Practice Institute has identified a few key attributes that top executives share, especially when looking at globally influential brands.
These characteristics can generate significant returns when tracked and include: 1. The ability and desire to acquire new skills quickly. 2. The ability to bring together people of disparate backgrounds. 3. A knack for maintaining operational efficiency in unfamiliar environments. 4. Vision to build organizational support that incorporates both creative solutions and specific action steps. 5. The mental fortitude and willingness to understand new people, cultures, and situations.
Identifying these elements and building metrics that track them as a whole or in part — such as crafting an algorithm that predicts whether an individual will improve after training — becomes easier when using currently effective management as a baseline.
When algorithms and metrics are validated by future growth, increased buy-in and funding can be easier to achieve if leadership sees itself as a model for success.
Where Should You Start?
Software is often the most compelling eye candy when HR practitioners find a little room in the budget for analytics improvements. We often tend to think we need to find that money before anything can be done, but that’s not the case for many professionals.
The first place to start is reviewing the systems and processes already in place. This includes both your analytics paradigms as well as your review process that generates the data used in your analytics. Reviews happen much less often than you’d think.
More than half of respondents check revisit their analytics capabilities once a year or less. If you’re not reviewing your analytics processes often enough – we suggest quarterly or when your company and its workforce undergo any significant change — you’re making it more difficult to achieve your goals.
Reviewing employee progress more often has proven to yield better results for retaining top talent and addressing employee inefficiencies. This information is the perfect guide to improving your analytics by marrying predictions with results. However, waiting to revise an analytics strategy until this data is “cold” can mean significant missed opportunities in the interim.
It may take a significant investment, but brands like Microsoft have proven that competency modeling with repeat revisits can yield significant gains and raise baseline efficiency in just a few years.
HR professionals told us that they have many high hopes for analytics programs, but putting a paradigm into practice can be difficult. Talent management analytics is mature enough to have established best practices. So, HR leaders can benefit from seeking out training, research, and events that provide real-world examples of analytics in play.
Sometimes in the heat of our day-to-day battles in business, it may almost feel like wartime. Overdue deadlines, budgets that are never sufficient, logistics that have an almost perverse way of undermining our best efforts. Where can we turn for solace and for help?
Think about President Lincoln, fighting a war he did not want, being embattled on all sides by conflicting interests and unrelenting political adversaries and facing the collapse of the Union. Sometimes we think we have it tough, but how could he carry out his mission and save the Union as well as stay in office?
The President knew people, he knew how they behave, how they react to circumstances and how they can be led toward someone else’s goal. Lincoln had a few rules that he followed and we could not do better than to emulate his principles.
Get Out of the Office
His first rule was to get out of the office and get to know his assets, get his own answers. During the first months of the war, he made certain he met every new soldier personally, shook hands with him and thanked him for coming to the nation’s aid in time of crisis. During those early months, the President spent more time away from the White House than he spent there.
Today, we know this as MBWA; Management By Walking Around. Lincoln had a deep respect for the men in his army, from privates to generals. He knew that it was vital for the army and its leadership to have the same objective as him.
When we sit in meetings listening to staff, we have to assume they know the people under them, but he learned that was not always the case. He had to make sure he had a firsthand knowledge of the problems and the issues.
Persuade Rather Than Order
His second rule was to persuade rather than coerce. He knew that he could order people to do his bidding, but they would not necessarily be doing what they thought best. By not ordering but by his manner of persuasion, he could accomplish so much more, because his subordinates had been part of the plan and had a deeply felt investment in the things they were about to do.
Lincoln, because of his deep respect for his fellowmen, he was able to enlist their support even for decisions they would have rejected if they were ordered to carry them out. Instead he was able to build a team of supporters who shared a common goal and objective.
This reluctance to dictate sometimes did not serve him well. He was slow to replace unsuccessful general officers as soon as he should have but even the ones he replaced maintained their respect for him.
However, even though he had many people who thought poorly of him at the start, Lincoln knew that he would be much better as a leader if he got people to like and respect him, but that respect truly was something Lincoln and all men have to earn.
Lead by Being Led
His third maxim was to lead by being led. He listened very carefully to everyone who had a stake in the decision, asked the right questions to penetrate to the issue rather than the peripheral matters.
Leaders always must know the right questions to ask and be able to evaluate the quality of the answers. Lincoln was a master at this. It also elicited the best answers from his team; he knew that he alone did not have all the answers.
He had to rely on others and that made them feel deeply committed.
This led him to his fourth rule; encourage innovation. He could get the best and brightest around him but he knew that if he did not listen to them, he might as well have know-nothings. His cabinet was full of skeptics and political adversaries but he soon won them over by valuing their help and accepting it graciously.
To not listen to his advisors and his subordinates was to waste their talents and substitute his. They would feel much more committed to a strategy when they had a hand in its conception.
Couch Issues in Wisdom
Abraham Lincoln was a great storyteller. He used stories as a way to get his points across in a non-threatening way, by putting it in the context of his homespun humor.
He knew that if people could laugh at his stories and jokes; if they had a smile on their faces, it would be very much harder for them to disagree. One of his famous saying was “You catch a lot more flies with a spoonful of honey than with a gallon of gall.”
Relax and Get Your Perspective Back
The President also knew that the greatest enemy of good decisions is exhaustion, especially mental exhaustion. He and his wife made it a point to visit plays, concerts and musicals frequently, sometimes every week, just to get his perspective back.
It was not to diminish the seriousness and gravity of the day, but rather to feed his inner man with enjoyment and relaxation.
These are all valuable lessons we can apply every day in business, industry and finance. Take advantage of the lessons President Lincoln taught.
Brian Fishel knows employees and teams. He knows them so well, he has led them through some of the most famous successions, mergers, and transformations in the world. I consider Brian to be the “Bruce Bochy of talent management” – he knows exactly what it takes to lead a team to the championships and nothing is going to get in his way. It is inside of him – natural gut instincts and 100s of thousands of hours of hands-on experience and deep learning that has brought Fishel’s teams success– just as Brochy led his teams to the championships year after year.
Brian knows when you lead a team, you must strike a delicate balance in order to drive them to success. If you’re too unstructured, your team may flounder and not hit their marks. If you’re too rigid, you may fuel resentment and not allow enough creativity and growth. So how, as a leader, can you best lead your employees to succeed beyond everyone’s expectations?
There are lots of ways. We all know what personal and team success looks like—trust, easy flowing communication, making decisions with appropriate urgency, getting things done, positive coaching. We also know what dysfunction looks like—people who won’t work together, in an “un-flowing” environment, where team members are often angry and mistrusting of each other.
Brian Fishel, Chief Talent Officer at KeyBank in Cleveland, Ohio, and Co-Chairman of the BPI Senior Executive Board, narrowed true success down to these four main points: explicit, engrained, energizing, and enduring. Focusing on these four things is key to success in leading individuals and teams.
1. Be Explicit Even Before Hiring
Set very clear expectations before the person is even hired—explain the what, how and why of the work to be accomplished. These explicit expectations must be known across the board also to those who will be interviewing and working with this person. Before the new employee even walks in the door, there should be clearly defined accountabilities and responsibilities. This means explicitly outlining what the job is going to entail, and how people must behave to be successful—individually and as part of a group.
When hired and the candidate becomes an employee, the feedback gathered on them during the interview process against these expectations and requirements must be shared with them very early on in their tenure. Once in the position, give direct and candid feedback often; at review time and more importantly real time in the moment. Offer your concrete observations, as well as actionable instructions about how to change.
WHEN BRIAN STARTED ONE OF HIS TOP EXECUTIVE LEADERSHIP POSITIONS, HE WAS TOLD AN EXISTING EMPLOYEE, SHERI, HAD POTENTIAL
One-on-one with her, she told him that she was underutilized and underpaid. She had excelled at her previous job, so why not now? Brian told her very directly his view on her, and he told her prove herself. He laid out the ground rules of what he needed her to do—what she needed to deliver and by when as well as how she needed to demonstrate a different set of leadership behaviors with her teammates.
He also clearly articulated how he would help her be successful. He then communicated as such to her critical internal business stakeholders. Due to the clear direction and her drive, she was promoted continuously with substantial increases in responsibility and pay, exceeded her performance expectations and became one of his top High Potential Leaders.
2. Enable Behaviors That Are Engrained
Now it’s time to make sure what you have made explicit becomes engrained. Catching your team doing what you have asked is what perpetuates this behavior. However, generalizations like “nice job” don’t make the mark. Offer meaningful, specific, authentic praise privately and publicly.
Make sure to match output and behavior—praise and recognize your team for output as well as behavior, so they understand the connection between and the importance of the two factors. Reinforce your expectations at every opportunity. Hold them accountable and coach them when they are off the mark. Talk to them one-on-one about what they need to work on. Help them feel accountability for their own success, the success of their teammates and the company overall. In addition, key stakeholders need to know the parameters and how to approach and reinforce what you are doing. Put all personal or “organization territorial” issues aside and candidly discuss performance and challenges.
Make sure the environment lends itself to openness and candor, and people feel free to share their opinions in open discussion. They will rise to their potential.
NO ONE EXPECTED BOB TO GO FAR. THERE WAS TOO MUCH STACKED AGAINST HIM. BUT BRIAN KNEW HE HAD POTENTIAL
Brian assigned him to lead a highly visible cross-functional project. Brian worked with Bob to scope and define the project outputs and path to success, and identify and rally key stakeholders to get support, and fast! In the end, Bob succeeded beyond everyone’s expectations, including his own.
The team he led became one of the highest performing teams and brought in substantial new revenue growth for the company due to cross-selling initiatives. Giving employees the opportunity to prove themselves before they think they are ready is key. You unleash their capabilities.
3. Energize Individuals and Teams
Create a sense of urgency and passion with the people with whom you work. Set the bar high—very high, in fact, so it’s a stretch to get over. Explain why you believe they can get there. Explain to them why you believe they are ready for what comes next. Articulate the purpose of what you are trying to do. It will energize them.
Lead by example. When explaining to them why you believe they are ready for what comes next, it will bring out of them the potential that is untapped and will reinforce and demonstrate that you trust them. Your energy will create energy in your team. If you want your team to outperform, then set the bar high and give them opportunities and the room and freedom to shine.
ONE OF BRIAN’S TEAM MEMBERS, JOE, HAD BEEN RATED AS A TOP PERFORMER BEFORE COMING ON BOARD, BUT THEN ONE YEAR IN, HE WAS JUST AVERAGE
Why? Brian explained to Joe how their company had different standards. The bar was set very high. Brian praised what Joe had done, then outlined very clearly and explicitly how he could be a top performer. He committed to coaching and helping him succeed and reach this new bar. Joe found these high standards liberating.
Over the next few months, Brian helped Joe realize how to better run the leadership audience by better understanding the audience’s requirements. A year later, Joe had met the high standards. Why? He was energized by the high expectations. They had agreed to what success looked like, which created energy and focus.
4. Teach So Others Can Endure No Matter What
Creating a process that is sustainable is key. Teach your team well, and they can take what they learn and run with it on their own. A team that follows a proven system will be able to endure, even if you as the leader moves on. Enduring means team members grow, progress, have more responsibilities added to their current roles, are promoted, and develop into bigger roles. They take what is asked of them and grow.
This saying applies here: “Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime.” We aren’t just getting through the day or creating one product with our team and calling it a day. We are teaching them endurance and resilience. We are helping them learn to stretch their capacity much like a serial marathoner pounds the pavement every day, celebrates his race victory, and then goes out and does it again. And as they go along, they are learning from their failures and their successes.
Success can be measured in many ways, but what it comes down to is this: you know it when you see it. When a team is unstoppable they communicate, are highly productive, are incredibly creative and are unhindered. How is it done? These four areas—explicit, engrained, energizing, enduring—will help you do what it takes. Create accountability, move with urgency, and your team will grow in ways no one would ever have expected.
Brian Fishel has over 25 years of broad Human Resources experience across multiple industries. He has specific expertise in the areas of Global Talent Management, Executive Assessment, Development and Coaching, Succession Planning and Team Effectiveness, and Merger-Acquisition and Culture Integration at the senior most levels of organizations, as well as Staffing and Organization Development. In his current role, Brian is the Chief Talent Officer of Key Bank. Prior to joining Key in 2013, Brian spent 15 years with Bank of America in various senior level talent management and organization development roles, including the Global Head of Executive Development and Chief Learning Officer for the enterprise. Prior to Bank of America, Mr. Fishel held various senior-level Human Resource Generalist roles with The Coca-Cola Company providing human capital advisory support for their Global Marketing, Communications and Finance Functions, The Minute Maid Group, and International Bottling operations. Before Coca-Cola, Brian worked for Pizza Hut, at the time a subsidiary of PepsiCo. He was responsible for designing and delivering Pizza Hut’s executive development curriculum targeted at their senior level field sales and operations executives throughout North America.
He also led their U.S. field sales and operations training organization. Brian is a frequent national speaker on the topics of Talent Management and Executive Development. He is a founding member of the Best Practice Institute’s Senior Executive Board, and has served on the Harvard Publishing Advisory Committee and the Conference Board’s Learning and Organizational Performance roundtable. He has written and published several articles and chapters in various books and magazines on an variety of Leadership topics. Brian holds both a Bachelors and Masters of Science in Education from Miami University of Ohio.
Rick O’Leary isn’t afraid of change. In fact, he embraces it. As the CHRO of Hopkins Manufacturing and former head of HR for Corning, he believes that there is no place more important to embrace change than in the world of business.
Since the world never stands still, how does an organization react to, plan for, get ahead of, and be proactive in a world that is ever-changing? The answer: the four legs of transformation. Embracing just one or two or three legs won’t support the organization properly—business leaders must understand and grasp all four.
1. Embrace the Opportunity in Times of Conflict
The first leg is a strategic focus of embracing opportunity. Take an outside-in, inside-out focus. In basic terms, that means understanding your competition, and having good intelligence about your company and everything outside your company. Make market research a key part of what you do.
In times of conflict, there is a huge opportunity to embrace strategic focus. When O’Leary worked for Blue Cross, there was a huge shift from traditional insurance to the vast offerings of today. The company really had to hunker down and figure out its focus on its best qualities while paying attention to how things were changing so they could change with it.
Unfortunately, many other healthcare companies went out of business because they didn’t look outside and notice what was happening. They tried to do more of what they were doing cheaper, or “change” in a way that was not responsive to what the customer really wanted.
What does your company do best? Focus on that, and be the very best it at it for your customer.
2. Implement Innovation Even in a Downturn
Many back off on innovation in hard times in order to save money. But shrinking is no way to grow. Competitors are always thinking about what you have forgotten, so they can take that bit of the market. So when things are tough, it’s time to innovate. Invest in research and development. Remember that products need to change customers.
At Hopkins, O’Leary has been part of their strategy of almost doubling their investment in market development, product development, research, and engineering. Don’t shy away from the challenge of conflict and the changing economy. Meet it head-on with innovation. Due to that focus, Hopkins has gone from a $20 million company to a $250 million company in 15 years.
3. Cultivate a Strong Customer Intimacy
You can’t get anywhere if your customers don’t go with you. Engage with your customers—they want it and expect it. Integrate your social media, and have a conversation. Open the dialogue. Your customer will share vital information with you.
At a public utility company in New Jersey, they had to figure out what the customer really needed in order to make business thrive. One point of conflict was when competition opened up new alternatives as a result of deregulation, which allowed people and independent co-generation companies to generate electricity that the utility company would be required to buy. Customers did not see utilities as fast, responsive, or competitive. They learned through talking with people that the approval process to meeting business customers’ needs took too long. This opened the door to competition and drove innovation.
Talk to your customer on a personal level. What do they need? Better access? Ease of use? Faster process? Pay attention to what they are telling you.
4. Portray Your Unique Values and Culture
Be specific in what your company stands for. What are your core values? What is your brand promise? Everyone at the organization should understand and live by them, and in turn, your customers will know that your principles are synonymous with your name. When O’Leary was at Corning, telecom was at a downturn and things were hard. Corning had strong values and an exceptional reputation for innovation. This reputation was built over 160 years. One key to turning things around was being transparent to employees about what was going on, and then really listening to their customers. Values and culture requires a dose of humility and letting go of what you think is best, and instead upholding what is best for the customer and employees. They went to their key (mobile) relationships and collaborated for solutions. Fourteen years later, Corning is a $10 billion company.
While it takes time to build all four legs of the stool—and you may be tempted to cut corners to get to the finished product more quickly—it is time well spent. The lesson here is to lean into fear with courage. We can still create for many generations to come. Part of the journey is realizing there are opportunities.