Berta Aldrich - Winning the Talent Shift

1 Cover

2 Foreword Foreword When I was asked to take the helm at Nutrisystem as CEO, the first two things I tackled, in what would eventually be described as a remarkable corporate turnaround, were improving the culture and ensuring that the right people were in the right seats. Diverse perspectives and voices were critical to me as we set forth a vision and strategy and rolled up our sleeves for the hard work necessary to transform the company. Without a doubt, my biggest success factor as CEO was assembling my executive team and the deliberate way in which we worked together. The team consisted of several superstars I inherited, newcomers I brought in from my network, a diverse mix of accomplished men and women, and several individuals who had left the company years before and whom I was able to entice back. We were a team that was aligned in both mission and passion, plus we valued the uniqueness of thought and debate that each of us brought to the conversation. We encouraged our teams to challenge underlying assumptions and the status quo. We asked people to step out of their comfort zone, we stayed open to a new way of doing things, and we empowered everyone throughout the organization to share his or her voice. We operated with candor, avoided politics, set high standards for integrity and performance, and held people accountable. Alignment with our cultural values was something we talked about extensively, both internally and with candidates, as we morphed from looking for those who would be a good cultural fit to those who could culturally enhance us. In short, selecting the right people for your leadership roles and embracing diversity is critical for every organization. I found it equally important to establish accountability in upholding a culture that promotes the right behavior and doesn't turn a blind eye to cultural erosion. As a board member and as an executive, these are the things that we have to get right, as we've seen way too many companies become Wall Street Journal headlines for failing to do so. That is why this book is so important and worth a read. There are barriers in today's workplace and this book candidly illuminates them. As executives, we cannot ignore that they happen. It's our role to create environments in which our people can succeed – for themselves, for our companies, and for our shareholders. It's time for a shift. … Dawn Zier August 2020

3 Acknowledgments

4 PART I: The Reality–Why We Need a Shift 1 What We're Missing Roles for Leaders at the Top to Make the Shift Comparing Right-Balanced and Off-Balance Teams Notes 2 Confronting Corporate Reality Confronting Reality The Solution: Shifting to a High-Performing Workplace Notes 3 The Barriers That Hold Back High Performers and Women Where the Shift Must Begin The Devastating Results of Workplace Abuse Removing the Barriers That Impede High Performance Notes

5 PART II: Removing the Barriers 4 Removing Pervasive Aggression and Inequity Tactics from Your Organization What Do Micro-Inequities Look Like? What Women and High Performers Can Do What High-Performing Leaders Can Do What High-Performing Organizations Can Do Reinforce Positive High-Performing Behaviors Notes 5 Removing Bad Bosses Who Under-Promote Women and High Performers The Miserable Boss The Powerless Boss The New Boss The Absent Boss The Incompetent Boss The Power Seat Boss The Unethical Boss When a Low-Performing Culture Sets the Tone for Bosses What Women and High Performers Can Do What Leaders Can Do What Organizations Can Do Notes 6 Removing the Promotion Dysfunction What Women and High Performers Can Do What Leaders Can Do What Organizations Can Do Notes 7 Removing Bullying from the Workplace Discrediting The Lying Peer Dropping the Seed What Women and High Performers Can Do What Leaders Can Do What Organizations Can Do 8 Removing Bullies in the Workplace: The Narcissist Narcissists 101 What Women and High Performers Can Do What Leaders Can Do What Organizations Can Do Note 9 Removing Bullies in the Workplace: The Politician What Women and High Performers Can Do What Leaders Can Do What Organizations Can Do 10 Removing Bullies in the Workplace: Baiters Baiting in Your Organization What Women and High Performers Can Do What Leaders Can Do What Companies Can Do 11 Removing Illegal Tactics and Abuse in the Workplace Why Abuse Happens in the Workplace Employee Agreements Perpetuate Ongoing Abuse Illegal Tactics Used in the Workplace What Women and High Performers Can Do What Leaders Can Do What Organizations Can Do

6 PART III: Redesigning the Workplace 12 How to Make the Shift S – Start with Balance at the Top H – HR's New Role in the High-Performing Company Notes 13 Identifying High Performers and High Potentials Selecting the Right High-Performing Leaders How Promotions Work Today HR Evaluations Provide a Consistent Measurement The Case for Data-Driven High-Performing Companies Qualitative and Quantitative Methods for Leadership Selection The Individual Dashboard Qualitative Measures Quantitative Measures Personal Leadership Dashboard Template Notes 14 Focus on a Five-Year Plan Selecting the Right Strategy and Plan for Your Organization F – Focus on a Five-Year Plan 15 Track and Communicate Your Success Make the Shift

7 Appendix: ResourcesTaking Legal Action Reporting to the EEOC Nonprofit Support Websites

8 Bibliography

9 Index

10 End User License Agreement

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2 Table of Contents

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