Carol Anderson

Carol Anderson is a Principal with Anderson Performance Partners a boutique consulting firm with the mission of helping the HR profession be as valuable to their clients as possible, intersecting performance and learning to actually drive organizational results. She has held HR leadership roles in health care, financial services, retail and the military. Most recently she served as Chief Learning Officer for a large health care system in Central Florida, with responsibility for talent development, leadership, professional and clinical education and team member engagement. Contact her at carol@andersonperformancepartners.com.

Articles by Carol Anderson

HR Insights, HR Management

It’s Time For Us to Be Brutally Honest About HR

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Fast Company has a very cute article titled “Person With the Twitter Password,” and Other Brutally Honest Versions of Your Job Title.”

I smiled through “Brand Ambassador = Professional Conference Attendee,” and “Social Media Strategist = Person with the Twitter password.” I suppose that since I do not work in one of those professions, I could chuckle a bit, understanding the subtle poke at their work.

Then I came to “HR Director = Gossip Coordinator/Instigator.” Aw no;  that’s hitting below the belt. That is the antithesis of everything that anyone in Human Resources hopes to be. Read more…

Culture, HR Insights

The Price of Principles: What Do They Say About a Company’s Culture?

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The New York Times published an article about yet another successful, high profile sports coach who has been caught lying about his credentials.

Times writer Juliet Macur interviewed Manhattan College men’s basketball Coach Steve Masiello a few days prior to the revelation that he had lied about having a college degree. He got caught, as others have, with a background check as he started a new job.

During the interview, Masiello preached accountability and described how he had learned the importance of accountability from an early mentor.

So my question is, “what, really, is accountability,” and “to whom is one accountable?” Read more…

Leadership

What Do You Do When a Leader Doesn’t Want to Hear the Truth?

Illustration by istockphoto.com

There is a discussion on LinkedIn titled As a Leader, do you hear less of the truth from your team?

As I am writing this, there are 105 responses. I have been seeing this on my weekly feed for some time, and each time I see it, it bothers me. Perhaps it’s time to explore why.

Fundamentally I am bothered by a sense that truth is growing more and more elusive. Read more…

HR Management, Talent Management

It’s Not Hard: How to Design a Perfect Performance Management Process

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Here’s how to design the perfect performance management process.

It isn’t a trick. Really.

OK, well “perfect” may be a bit strong, but it is possible to design a performance management process that fits your organization and your culture. Read more…

Leadership, Talent Management

Leadership 101: Yes, Employees Need Tough Love, Too

leadership communiation meeting

Frank Sonnenberg wrote a terrific blog post recently on “Tough Love: A Lifelong Gift.

His context was parental responsibility and his descriptions of common scenarios that occur when parents don’t set strong parameters for appropriate behavior would make conscientious parents squirm.

His premise is that if parents don’t set boundaries and hold children accountable for operating within those boundaries, the children don’t learn right and wrong. They don’t learn how to behave properly, and in turn misbehave.

What do you think? Does this have relevance to the workplace? I think that it does. Read more…

HR Management

The Power of Setting Expectations – Especially When It Comes to HR

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I had the most remarkable conversation with a new client CEO this week. As a kickoff to the project, I wanted to understand his expectations about the work I was to do.

He is new to the organization and comes in the middle of a period of overwhelming growth and change. As we discussed his vision for the organization, and as he looked at his leadership team through that lens, he told me that he saw a reluctance on the part of his leadership team to say “no.” Read more…

Talent Management, Training & Development

What Candy Crush Crush Saga Taught Me About Workplace Feedback

candy crush

I admit it. I am addicted.

They say the first step is to admit it, so here goes: I am addicted to Candy Crush Saga.

If you aren’t familiar with it – don’t start! It is an online game (many access it through Facebook or an app) where you match three like candies to crush and remove them, thus making way for new candies. You have a limited number of moves to crush sufficient candy or you fail.

It doesn’t say, “you lose,” or “better luck next time.” An odd little character jumps up and down with a frown on her face, next to the words, “Failed.” Read more…

Best of TLNT

7 Tips For Giving Feedback (and Making It a Lot Less Difficult, Too)

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Editor’s note: TLNT is continuing an annual tradition by counting down the most popular posts of the year. This is No. 45. Our regular content will return in January.

How do you feel when it’s that time to provide “feedback” to your team?

It might be performance feedback or development feedback, but my guess is that it’s not your favorite thing to do.

Step back for a moment, though, and think about your role as a leader. What is the single biggest responsibility of a leader? One can say “delivering results” but the truth is, leaders don’t deliver results; their teams deliver results. Read more…

HR Insights, Leadership

Four Critical Lessons I Learned About Leadership and Trust

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It all boils down to trust. Everything — communication, delegation, accountability, results. Everything.

Now, you say, how can accountability boil down to trust? Ah, good question!

I was privileged to work for the same boss for 20 years – twice as an employee, once as an external consultant. When I think of trust in the business world, I realize that he taught me a lot about trust. Read more…

HR Insights, HR News & Trends

Chris Argyris: Remembering the Father of Organizational Learning

Chrisargyris

Chris Argyris passed away last month, at the age of 90.

This Harvard Business School professor earned 14 honorary doctorates, produced 30 books, and published over 150 articles. Anyone in the field of Human Resources should know of this man’s contributions to the field of understanding, as the frame a foundation for improving human performance.

Think about this: We make decisions every day. We go through a process to do so.

Argyris defined this process as the “ladder of inference.” He pointed out that we often skip steps in the thinking process, for example starting with assumptions rather than real data. Starting with assumptions, not only eliminates gathering facts, but also looking at the context surrounding the facts, and then interpreting the facts within the context. Read more…