Blurred Lines: What’s My Role Again?
December 4th, 2013 by Bill Mugavin
Today, with corporate restructuring, downsizing, acquisitions, and the added impact of a challenging economy, job descriptions rarely reflect the true scope of the average professional’s responsibilities.
How to Move from Survive to Thrive? Let Core Competencies Be Your Compass
November 18th, 2013 by Nancy S. Ahlrichs
After emerging from the recession with a new strategy and perhaps new leaders, new services or products, and new target markets, many organizations are struggling to make the transition from surviving to thriving. While we all know we cannot return to 2007, we may not be quite sure where to go from here. We are in uncharted waters—but we must start building again!
Where the Real Magic Happens
November 9th, 2013 by Linda Dausend
I was at a dinner party recently where the host had brought in a magician. What a treat! The magician amazed us all, and of course we were all trying to figure out how the tricks were done, to no avail.
Want to Build Trust? Ask for Feedback
October 31st, 2013 by Andrea Moore
Research shows that successful leaders demonstrate a number of essential behaviors. They communicate vision to their team. They enable others to act. They encourage team members to achieve results.
Engage Excellent Employees through Four Easy Touches
October 25th, 2013 by Nancy S. Ahlrichs
In today’s fast-paced, high-volume business environment, most organizations find they never have enough employees—so every employee must be excellent. With this in mind, how can employers engage and energize their employees so that productivity remains high and consistent?
The New Math of Accountability
October 18th, 2013 by Linda Dausend
I often facilitate The Accountability Experience, a training program that helps participants to improve personal and organization productivity by claiming ownership of tasks, taking personal action to complete the tasks, and answering for outcomes. As I deliver the program, the most impactful component I find with participants is when we take a little time out for a math lesson.
The CHRO Has Spoken: Amid a Changing Business Landscape, We’re Well Positioned for Influence and Impact
October 11th, 2013 by Andrea Cranfill
I recently had the opportunity to hear two panels comprised of chief human resource officers at top national companies. I moderated the first CHRO panel during a general session at the HR Indiana Conference; I listened to the second panel while attending a CHRO-only event in San Diego.
Become a Millennial Magnet: Ten Ways Technology Can Make Companies More Millennial-Friendly
October 4th, 2013 by Nancy S. Ahlrichs
Organizations are turning to the best and the brightest Millennials to fill their entry-level customer-facing positions, project specialist positions, and supervisory training programs. But the technology gap between small and medium-size employers and potential young hires could easily be enough to stop the hiring process even before it gets started.
Emotional Intelligence—A Critical Focal Point for Leaders Today
September 13th, 2013 by Andrea Moore
On a very full day a leader rushes from one appointment to another. She checks her phone to confirm her next meeting, and as she glances at e-mail she gets sidetracked. She arrives to the meeting a few minutes late, and as she greets the attendees she quickly runs through the agenda in her head, remembering that she wants the team to achieve a specific and important outcome with this meeting.
Coaching “in the Moment”: A Model to Help Your Managers Develop Employees on a Limited Schedule
September 6th, 2013 by Bill Mugavin
Study after study confirms that best-in-class managers—those who consistently develop the most capable, flexible, and engaged teams that drive exceptional business results—share one quality: They make career development a priority.
You Won’t Make It to the Recruiting Super Bowl If You Can’t Block and Tackle
August 29th, 2013 by Linda Dausend
The first pre-season NFL games have just been played, and we’re off and running toward the Super Bowl. While we’ve seen early player mistakes, the training that the teams have had is evident. The teams follow a well-oiled process, right down to the plays on the coaches’ wrist bands. They’ve got it down.
Will Your Successors Be Ready When You Need Them?
August 23rd, 2013 by Nancy S. Ahlrichs
The majority of organizations today (67 percent) are conducting some form of replacement or succession planning. But despite a great deal of time and energy spent on it, only 16percent report that their process works well enough to ensure that they’re following through on their planning and that employee development is taking place.1 It turns out that simply identifying potential successors doesn’t make them ready, and succession plans often fail to produce the results organizations really need.
No Time for Training?
August 15th, 2013 by Nancy S. Ahlrichs
“We don’t have time to train people,” an associate told me. “We have three cross-organizational initiatives going on right now.” What she really was saying was, “We don’t have time to be strategic. We’re going to have to be tactical for the next six months until things calm down.”
Bring Leadership Development Content to Life
August 11th, 2013 by Andrea Moore
One way to ensure that leadership development initiatives have a measurable impact is to reinforce the learning by bringing the content to life for participants—in other words, to provide an opportunity for leaders to actually use the content throughout the program.
A Leader I’d Like to Clone
July 30th, 2013 by Linda Dausend
Do you have a top performer in your organization who you would like to clone? Someone who does the job well but then does even more? Someone who seems to instinctively know what the organization needs and makes it happen?
Get Hiring and Development Right and Lower Your Risk! Get It Wrong . . .
July 15th, 2013 by Nancy S. Ahlrichs
When we see some of the recent headlines about cruise-line disasters, we understand why risk management is all the rage in organizations, both corporate and not-for-profit. Who wants to be on the front page of the daily newspaper stuck on the equivalent of a sand bar? Who wants brand damage that can take years to undo?
Want an Individual Development Plan That Works? First Leave Your Mush Mind Behind . . .
July 13th, 2013 by Andrea Moore
Many organizations use individual development plans (IDPs) as a part of their leadership development initiative, and this is a positive step. The IDP is at the heart of driving leader accountability because it answers the question, “Accountable for what?”
Don’t Make Things So Hard for Yourself!
July 2nd, 2013 by Krista Skidmore
Thanks to our friends at KA+A, I had the good fortune to hear Todd Henry (author of The Accidental Creative) speak last month. Todd shares ideas about those things that truly add value to businesses, and one of them centers on being the best version of ourselves at work. Todd’s onto something really important, and it’s made me think a lot in the weeks since.
Engaging through Praising
June 21st, 2013 by Linda Dausend
“In the last seven days, have you received recognition or praise for doing good work?” This is just one of twelve questions that Gallup includes in its Q12 survey of employee engagement. (These questions, Gallup finds, consistently measure aspects of employee engagement that closely link to business outcomes, so they’re good areas for leaders to focus on.)
When Change Causes Crisis, Call a Coach!
June 14th, 2013 by Taryn Stejskal
Many leaders view change as a crisis, something to be avoided or feared. Some leaders may even become discouraged when faced with the complexity of business change.
Is Your Succession Management Program DOA? Ten Questions for Taking the Pulse
June 7th, 2013 by Bill Mugavin
Hardly a day goes by that I don’t see an article, hear a conversation, or answer a question about succession management. It’s all the rage these days and a top concern of many of the leaders with whom I work. Of course we know there are plenty of good reasons organizations should keep succession management top of mind (including the boomer exodus, skill shortages, rapid pace of change in business, and more).
This Could Be Why You’re Not Accomplishing Anything
May 30th, 2013 by Linda Dausend
Multitasking is part of our job as leaders. While there is a lot being said about how many tasks we can effectively handle in one instant (studies say only one!), those tasks just can’t go away.
Four Tips to Engage Managers (So They Won’t Quit on the Job)
May 23rd, 2013 by Nancy S. Ahlrichs
If your managers don’t see themselves staying for at least two more years, what else don’t they see themselves doing for and with your organization? What else are they not doing right now?