Executive Engagement: Managing Energy With Stories
by Dr. Maynard Brusman - Dec, 2007
“To be fully engaged in our lives, we must be physically energized, emotionally connected, mentally focused, and spiritually aligned with a purpose beyond our immediate self-interest.” — Jim Loehr and Tony Schwartz, The Power of Full Engagement (2003) Most of us respond to workplace demands by putting in longer hours. But it’s fundamentally flawed to assume that investing time in the things we care about will generate resu...
Going Green to Enhance Your Employment Branding Efforts
by Lizz Pellet - Dec, 2007
So, you think creating an employment brand will help your organization attract, retain and repel employees – you are right on! Companies large and small are seeing a significant increase in the ROI of recruitment and retention programs by creating an employment brand. This one human resources initiative can be a significant differentiator for companies who are looking to attract and retain top talent and repel employees who...
If You Keep Doing What You've Been Doing You'll Keep Getting What You've Been Getting
by Eva Jenkins - Dec, 2007
Trust is a key factor needed for effective leadership. The problem today is you can’t tell or even expect people to trust you. . .you must prove it first. In God we trust, but all others bring data - High performance work environments require a deep respect and trust in people. People are not viewed as extensions of machines, objects to be manipulated nor costs to be controlled but rather as thinking and feeling human bei...
Delegation - Why We Should But Why We Don't
by Andy Masters - Nov, 2007
Most of us are aware of the positives from delegating—we’ve heard them before. In theory, it’s a great concept: “Get other people to do your work for you…Awesome!” We also know that, theoretically, we can get more done in less time if we delegate properly. The results of not delegating include burnout, stress, and getting overwhelmed with mundane tasks that distract us from our most important responsibilities. Yet, why is dele...
Peer Support Groups: A Golden Opportunity for Your Managers and Your Organization
by Judith Lindenberger - Nov, 2007
Published in OD/Leadership News March 2007 Developing the leadership skills of managers across your organization creates a wealth of new opportunities and a common language of leadership. No single program experience builds strong leaders better than peer support groups. Peer support groups can help managers succeed more and work less. Most managers have few resources and few places to turn to get advice on marketing, st...
What do You Mean My Organization Is A Stepping Stone? Using Mentoring to Attract and Retain the Best
by David Watson & Judith Lindenberger - Nov, 2007
Published in firstname.lastname@example.org June 2007, HR Fact Finder August 1, 2007, Associations Now August 2007, Practice Manager December 2007 and OfficeSolutions January 2008. I remember the moment I swore that I would always value my employees. It was the late 90s, I was the head of sales and my boss was sitting across the table. “Sales people are a dime a dozen,” he said. “I could replace anyone working here tomorrow...
Make The Most Of Your Meetings
by Judith Lindenberger - Nov, 2007
Typical managers spend nearly 40% of their work hours in meetings, not to mention the time spent preparing (and recuperating). A survey of business leaders showed: 33% of time spent in meetings is unproductive 75% of the respondents said it is “almost essential” to have an agenda, yet they use them only 50% of the time Only 64% of meetings achieve their intended outcomeA disciplined approach to making the most of meet...
Integrating The Internet Into Conflict Management Systems
by John Ford - Oct, 2007
The Internet and email have changed the environment in which organizations operate. Email allows messages to be sent with ease and speed. The Internet gives unprecedented access to a wide array of information. This changing technological landscape has not only impacted employees, but also the customers, vendors, shareholders and bureaucrats with whom they interact. While email and the Internet may have increased organizational...
by Dr. Wendell Williams - Oct, 2007
What the organizations with the best customer service reps have in common Being a selection wonk, I continually look for disconnects between company policy and employment practices. Glaring examples tend to occur when I have a problem and need assistance from an employee who was supposed to be hired for his or her customer-service skills. A Promise Made Late last year, I received a Christmas package from my son and h...
by Dr. Wendell Williams - Sep, 2007
It's all about management Decreasing turnover and increasing productivity can be a natty problem. Solutions usually come in one strength: weak. That is, incentive programs, public awards, and social get-togethers generally fail to make a long-term financial impression. I won't claim that employee appreciation programs aren't a nice touch; after all, everyone wants to feel appreciated. But such recognition does not solve...
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