HR Jargon Makes Me Crazy We Have To Have All These Acronyms

0000hr Jargon Makes Me Crazywe Have To Have All These Stupid Acrony

00:00 HR jargon makes me crazy. We have to have all these stupid acronyms that describe things that nobody understands: OKRs and PIPs. I think we can run our businesses by just talking to each other like regular human beings. We might actually get more done. 00:13 [The Way We Work] 00:18 I really always wanted to be an HR professional, I wanted to be able to speak the language of management. And you know what I've learned after all this time? I don't think any of it matters. There's all kinds of things that we call "best practices" that aren't best practices at all. How do we know it's best? We don't measure this stuff. In fact, I've learned that "best practices" usually means copying what everybody else does. Our world is changing and evolving all the time. Here are some lessons to help you adapt. 00:45 Lesson one: Your employees are adults. You know, we've created so many layers and so many processes and so many guidelines to keep those employees in place that we've ended up with systems that treat people like they're children. And they're not. Fully formed adults walk in the door every single day. They have rent payments, they have obligations, they're members of society, they want to create a difference in the world. So if we start with the assumption that everybody comes to work to do an amazing job, you'd be surprised what you get. 01:14 Lesson two: The job of management isn't to control people, it's to build great teams. When managers build great teams, here's how you know it. They've done amazing stuff. Customers are really happy. Those are the metrics that really matter. Not the metrics of: "Do you come to work on time?" "Did you take your vacation?" "Did you follow the rules?" "Did you ask for permission?" 01:34 Lesson three: People want to do work that means something. After they do it, they should be free to move on. Careers are journeys. Nobody's going to want to do the same thing for 60 years. So the idea of keeping people for the sake of keeping them really hurts both of us. Instead, what if we created companies that were great places to be from? And everyone who leaves you becomes an ambassador for not only your product, but who you are and how you operate. And when you spread that kind of excitement throughout the world, then we make all of our companies better. 02:07 Lesson four: Everyone in your company should understand the business. Now, based on the assumption that we've got smart adults here, the most important thing we can teach them is how our business works. When I look at companies that are moving fast, that are really innovative and that are doing amazing things with agility and speed, it's because they're collaborative. The best thing that we can do is constantly teach each other what we do, what matters to us, what we measure, what goodness looks like, so that we can all drive towards achieving the same thing. 02:39 Lesson five: Everyone in your company should be able to handle the truth. You know why people say giving feedback is so hard? They don't practice. Let's take the annual performance review. What else do you do in your whole life that you're really good at that you only do once a year? Here's what I found: humans can hear anything if it's true. So let's rethink the word "feedback," and think about it as telling people the truth, the honest truth, about what they're doing right and what they're doing wrong, in the moment when they're doing it. That good thing you just did, whoo! That's exactly what I'm talking about. Go do that again. And people will do that again, today, three more times. 03:21 Lesson six: Your company needs to live out its values. I was talking to a company not long ago, to the CEO. He was having trouble because the company was rocky and things weren't getting done on time, and he felt like things were sloppy. This also was a man who, I observed, never showed up to any meeting on time. Ever. If you're part of a leadership team, the most important thing that you can do to "uphold your values" is to live them. People can't be what they can't see. We say, "Yes, we're here for equality," and then we proudly pound our chest because we'd achieved 30 percent representation of women on an executive team. Well that's not equal, that's 30 percent. 04:04 Lesson seven: All start-up ideas are stupid. I spend a lot of time with start-ups, and I have a lot of friends that work in larger, more established companies. They are always pooh-poohing the companies that I work with. "That is such a stupid idea." Well, guess what: all start-up ideas are stupid. If they were reasonable, somebody else would have already been doing them. 04:23 Lesson eight: Every company needs to be excited for change. Beware of the smoke of nostalgia. If you find yourself saying, "Remember the way it used to be?" I want you to shift your thinking to say, "Think about the way it's going to be." If I had a dream company, I would walk in the door and I would say, "Everything's changed, all bets are off. We were running as fast as we can to the right, and now we'll take a hard left." And everybody would go "Yes!" It's a pretty exciting world out there, and it's changing all the time. The more we embrace it and get excited about it, the more fun we're going to have.

Paper For Above instruction

The video's core messages relate deeply to management principles discussed in Chapters 7, 8, 10, and 11 of the course. These chapters emphasize the importance of conceptual skills, organizational culture, motivation theories, and human resource management practices in effective business operations. Applying these concepts to the video's lessons highlights how modern organizations can succeed by adopting flexible, authentic, and human-centered approaches rather than relying on outdated jargon, rigid controls, or superficial values.

Application of Chapter 7 Concepts: Management Skills, Controlling, and Planning

Chapter 7 underscores the significance of conceptual skills in strategic management, which entail understanding overarching business dynamics. The video's critique of HR jargon and "best practices" aligns with the need for managers to develop a clear and authentic understanding of their organizations. Effective planning involves setting realistic, measurable goals based on a nuanced comprehension of market conditions and human factors. For instance, the lesson emphasizing building great teams rather than controlling employees supports the idea that control mechanisms should be flexible and aimed at fostering innovation. Managers should measure success not by adherence to rules but by customer satisfaction and team performance, aligning with Chapter 7's focus on controlling processes that drive organizational goals.

Application of Chapter 8 Concepts: Organization Culture, Benchmarking, and Authority

Chapter 8 discusses organization culture and the importance of decentralized authority. The video's emphasis on living organizational values and authenticity reflects a culture where leaders exemplify behaviors aligned with company principles. For example, the lesson about leaders attending meetings punctually illustrates how top management influences organizational norms, reinforcing the importance of leadership modeling culture. The idea that all startup ideas are valid, even if initially perceived as "stupid," links to a culture that encourages innovation and tolerates risk, essential in decentralized authority structures where responsibility and decision-making are distributed.

Application of Chapter 10 Concepts: Motivation Theories and Goal Setting

Chapter 10 explores motivation theories such as Maslow’s hierarchy of needs, expectancy theory, and goal-setting. The video's discussion of employees wanting work that is meaningful mirrors Maslow's concept of self-actualization. Leaders foster motivation by creating work environments where employees feel valued, competent, and connected to the company's purpose. The emphasis on real-time feedback aligns with performance management theories—ongoing, honest communication enhances motivation and development. Goal-setting theory is supported by the call for organizations to adapt swiftly, setting dynamic goals that inspire innovation and engagement, rather than sticking to fixed, traditional targets.

Application of Chapter 11 Concepts: Human Resource Management and Diversity Initiatives

Chapter 11 addresses HR practices such as affirmative action, job descriptions, and performance appraisals. The lesson about living organizational values relates closely to HR's role in shaping culture. Authentic leadership and transparent communication in endorsing diversity, equality, and inclusion are crucial in hr management. The discussion about representation levels (e.g., 30 percent women on an executive team) highlights the importance of setting measurable diversity goals and integrating them into performance evaluations. Developing inclusive hiring practices and fostering an environment where all employees have meaningful development opportunities underpin effective HR management aligned with contemporary theories and practices.

Conclusion

In conclusion, the lessons from the video reinforce the vital role of authentic leadership, open communication, and flexible organizational structures in today’s rapidly changing business environment. Emphasizing human-centric management approaches aligns with core concepts from Chapters 7, 8, 10, and 11, demonstrating that success depends on fostering a culture of trust, innovation, and continuous improvement. Organizations that cut through jargon, uphold true values, and empower employees are more likely to thrive in an ever-evolving world.

References

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