Change and Transformation
New Powerhouse Created in Canadian Human Capital Market
Two of Canada’s most respected professional services firms have come together to create a new strategic alliance to serve Canadian business leaders in meeting the challenges of transformational change and talent management.
“The Beacon Group’s program proved to be a transformational experience for our staff, and has created a new, more open culture of creativity and collaboration that has given The Globe and Mail a marked and measurable competitive advantage.”
— Phillip Crawley
“The Beacon Group was able to handle our 360 reviews across 9 offices in a manner that brought significant value to our partners, the firm and ultimately our clients.”
— Judson Whiteside
“The human capital programs provided by The Beacon Group are best in class.”
— Tye Burt
“The Beacon Group approaches very serious and difficult topics in an accessible and insightful way.”
— Eric Siegel
“The Beacon Group’s thought provoking curriculum utilizes best practice tools and interactive media for evaluation, assessment and overall learning. It has helped us raise the bar on our calibre of talent.”
— Ernst Lieb
“The Beacon Group delivered cutting edge perspectives on many human capital topics that were tailored and customized to our company in a way that we could not have obtained at more generic, cookie-cutter advising shops.”
— Doug Lord
“The Beacon Group acted as a strategic partner and was instrumental in helping us raise the bar on candid dialogue and team performance.”
— Robert Courteau
“We engaged The Beacon Group when we needed to bring two cultures together after our first major international acquisition: the evidence of their success lies in both the subsequent growth in our business and our presence in more than twelve countries on five continents.”
— Rupert Duchesne
“The Beacon Group excels in facilitating open & candid dialogue that has fostered superior team performance.”
— Mary Ellen Carlyle
“Top-level thought leadership, combined with practical, cost-effective solutions—that’s the real value the Beacon Group team brings to bear on Foresters talent challenges.”
— Suanne Nielsen
“Doug Williamson and his team were of invaluable assistance in helping our organization navigate through a completely new strategic planning process and emerge with a three year plan resoundingly endorsed by our Board. Doug’s global perspectives and ability to drive consensus was an integral part of our success.”
— Don Forgeron
“The Global HR & Communications senior team engaged the Beacon Group in shepherding us through a unique strategic planning process that involved an outside-in view of our current and future workforce and how this aligns to our business strategy. Thanks to Doug and his team it was a thought provoking process that sharpened our strategic thinking and, in the end, made our strategy stronger.”
— Sylvia Chrominska
“The Beacon Group’s customized and personalized approach fit our needs perfectly. From the initial self-discovery phase all the way to recommending solutions, the work they have done has been consistently world-class. They combine strong analytics with a wealth of real world experience. They are focused, targeted and are experts at taking theoretic concepts and making them real. We look forward to working with Doug and his team as we continue to elevate our business and improve our internal performance.”
— Don Romano
In the hyperactive and challenging world in which we all live, it is becoming harder and harder for business leaders to find time to read, reflect and gain insight from the many valuable sources at our disposal.
In "Provocative Propositions", The Beacon Group attempts to fill that void by offering our opinion, often rather pointed, on a wide array of issues we believe are relevant to leading a modern organization.
The articles are catalogued into 12 categories so you can quickly and easily find a topic of particular interest. We then offer three easy steps under the heading "In Our Opinion" to help business leaders take action on the key themes.
Simply click on the category and read away.
The sad reality is people often put more passion, creativity, and thought into their “hobbies” than they do their actual work.
The question is – why?
The fact is – most employees in companies are giving far less than the 100% effort that is expected of them.
The problem is – this shortfall of productivity is costing organizations far more than the actual loss in revenue, it’s costing them the “next big thing”.
The Outcome is – thousands of employees working for a paycheque, just showing up everyday.
The Solution is - for organizations to step back, understand what motivates people, and tap into, or better yet unleash this discretionary effort and watch the organization soar.
Howard Shultz had it right
More important than customer service experience, more important than a social security number, more important than the need for a minimum wage job was a love for coffee. When Howard Shultz, founder and CEO of Starbucks was hiring new employees, the most important quality he looked for was a love for coffee. He knew that if people truly loved what they did, they would no doubt do it better.
Whether that same approach is still a focus for the company, the underlying reality was that Howard knew what most other companies didn’t – intrinsic motivation is a powerful force.
Why else would people get up at 6 am on a Saturday morning in February to run 10K? Most people aren’t professional runners, but they did love it.
Does your organization have a focus on hiring people who love what you have to offer?
In his latest book Drive, author Daniel Pink states that business has missed the reality of intrinsic motivation, and in order to succeed in today’s business world, they had better tap into what he calls “Motivation 2.0” which accounts for how we organize what we do; how we think about what we do; and how we do what we do.
The problem is, most organizations are organized through incentives, when in reality these don’t work over the long term, unless the incentives are increased, which over time becomes a costly endeavor for essentially diminishing returns.
Daniel Pink goes on to argue that organizations must first move to Motivation 2.0, which is in and of itself a difficult task to get the full 100% effort from their people. However, once that is established he argues that there is another source of motivation on the horizon, Motivation 3.0.
Motivation 3.0 is the real differentiator. Only a few organizations will ever reach this state. It is driven by three components;
If these needs can be fulfilled, then your organization has no upper limit. If your organization can reach Motivation 3.0, then you can truly expect to receive 120% effort from each and every employee.
In Our Opinion
The Beacon Group’s Keys to Moving from Motivation 1.0 to 3.0
Start a dialogue – your organization started with a singular, noble purpose. Do you know what that is? Is it still applicable? If so, it’s time to tell that story to your employees, and get their buy in.
Loosen the controls – when your employees every waking moment is watched, and/or monitored, there is no room to grow naturally. Trust your employees, and watch the bright ideas spring up.
Build the right culture – once your organizational culture starts to shift towards Motivation 3.0, find ways of qualifying appropriate habits and behaviors and create hiring, and promotion programs that nurture those who live these criteria.