The Trouble with Training
May 30th, 2014 by Linda Dausend
Fans of the original Star Trek television series will remember one of the most endearing episodes, “The Trouble with Tribbles,” where several cute, cuddly balls of fluff at first delighted and then frustrated the passengers of the Starship Enterprise as they multiplied to the point of annoyance.
Accountability Conversations: The Key to Employee and Organizational Growth
May 24th, 2014 by Bill Mugavin
As a result of focused process improvement efforts, restructuring, and technological innovations, organizations are running leaner than ever. But despite this, some leaders are still having trouble moving their organizations into growth mode.
Transferring Learning through Training: Did Anything "Stick"?
May 18th, 2014 by Nancy S. Ahlrichs
There is nothing more frustrating than spending precious dollars on much-needed training, only to have the participants wax eloquently about the “great time” they had without implementing their new skills.
Cultural Pitfalls That Prevent Growth
May 4th, 2014 by Nancy S. Ahlrichs
Organizations of all sizes and in all industries are struggling to attract, manage, and retain the quality and quantity of employees they need. Unless they were forward-thinking and created a culture where employees of all generations want to be, many organizations are experiencing increasing turnover amid a revived economy.
Managing Change through Courageous Leadership
April 29th, 2014 by Bill Mugavin
So much is changing—everywhere. Healthcare reform is driving titanic change in the medical and insurance industries, and the financial sector continues to evolve in the wake of the great recession.
It Takes Only a Moment
April 11th, 2014 by Linda Dausend
How long does it take to hold a coaching session with someone in the workplace?
Like the Tortoise and the Hare
April 7th, 2014 by Kristi Gaynor
We all know the fable of the tortoise and the hare and its important lesson that “slow and steady wins the race.” It’s advice that we should also take to heart in today’s competitive business environment.
When Talent's Not Enough: The Cultural Considerations of Recruiting
March 30th, 2014 by FlashPoint
Above the airline's ticketing counter was an enormous banner that read, "Customer Service Is Our Business." It was a magnificent display of marketing that was impossible to miss as one walked through that terminal's ticketing floor. Unfortunately, however, the airline's agent was not living up to the promise.
Finding and Developing Talent after Raising the Competencies Bar
March 21st, 2014 by Nancy S. Ahlrichs
The end of the recession has brought with it new strategic plans, new markets, new products, and the need to hire employees who have new skills. Organizations have spent many hours zeroing in on the specific skills and behaviors—called core competencies—that are needed across the employee population in order to take the company forward in the future.
Be Prepared: It’s a Motto for Managers Too
March 14th, 2014 by Kristi Gaynor
Have you ever delivered a successful presentation without preparing materials and practicing?
Prerequisites for Successful Succession Planning
March 8th, 2014 by Bill Mugavin
As organizations look to the future, it’s more important than ever that they focus on succession planning. Two key trends are driving the need. First is the impending exodus of long-tenured employees (many who are eager to retire after holding off during the recession)...
The Most Important Ingredient When Coaching Your Employees
March 2nd, 2014 by Linda Dausend
An important skill for leading is having the ability to coach others, to help them come up with answers to problems they want to solve, to help them see what possibilities exist to improve a situation or a relationship...
How to Hire a Road Warrior
February 21st, 2014 by FlashPoint
Travel—much less heavy travel—is not for everyone, but it works well for organized people who enjoy a fast-paced life. Matching the right person to this job is critical to maintaining and developing client relationships, boosting sales and expanding the employer’s footprint in the industry.
It’s Not Just the C-Suite: How to Focus on Key Positions When Creating Succession Plans
February 14th, 2014 by Bill Mugavin
Succession planning is commonly defined as having the right people in the right positions at the right time. So what are the right positions for succession planning?
First Step in Transitioning from Peer to Leader: Acknowledge That It IS a Transition!
February 1st, 2014 by Andrea Moore
The transition from peer to team leader is common within organizations, and it typically happens like this—an individual contributor is successful in the technical aspects of the work that he or she does, and when a management position becomes available within the team, this high-performing team member is viewed as a natural choice and is asked to step up as a manager.
What If Your Leaders Could Lead?
January 25th, 2014 by Nancy S. Ahlrichs
What if you could train your leaders to lead—and what if they did? We are in the most competitive economy in our history. Most of our organizations had to develop new products, new markets, and new clients and bring in new talent to survive the recession.
Moving from "Leader" to "Leader-Coach"
January 18th, 2014 by FlashPoint
If you want coaching in the workplace, the first thing you often think about is bringing in external coaches. And often external coaching is necessary...
DISC: A Tool for High-Performing Teams and Organizations
January 6th, 2014 by Bill Mugavin
People, processes, and technology are the three factors that most impact business performance. All business leaders strive to have each of these factors integrated and performing at peak levels for effectiveness and efficiency. Of the three, the most challenging factor to manage and align has always been human performance.
Employee Disengagement and What to Do about It
December 28th, 2013 by Nancy S. Ahlrichs
Nationwide, many of our employees are suffering from engagement fatigue, having been asked to do so much with so little for such a long time. A recent Gallup poll found that less than 30 percent of employees are engaged (that is, only one in three is productive, providing good customer service, and contributing to the company’s profitability).
New Year, New Beginning: A Goal-Setting Template to Chart Your Course
December 18th, 2013 by Andrea Moore
As 2013 draws to a close, I find myself in regular conversation with colleagues, friends, and coaching clients (and with my own heart) about what is most important to each of us and what it is we want in the new year and beyond.
Classroom to the Cloud—Can It Be Done?
December 13th, 2013 by Linda Dausend
There is no question that instructor-led, face-to-face training is effective, especially in a “classroom” with peer participants. Let’s face it: where else can you look the participants in the eye, gauge engagement, coordinate activities, and facilitate discussion? What better place than the classroom to control the learning environment, to see what people are working on, to engage disinterested or media-plagued participants?
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?