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

Articles by Carol Anderson

Classic TLNT

I’m Getting Really Tired of All the Talk About Employee Engagement

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Editor’s Note: Sometimes readers ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.

Recently I came across a sponsored article in Fast Company, titled Happiness Secrets from the Staff of Delivering Happiness at Work. Apparently Zappos’ leadership team has launched a new consulting business on how to achieve Zappos’ fun culture — using fun culture as a measure of engagement.

Who knew? One picture in the article shows three employees with rubber noses. That’d go over well with customers interested in effective growth of their investment portfolio … Read more…

HR Management, Talent Management

Another Wake-Up Call For Why Performance Reviews Don’t Work


Here is an excellent wake-up call to anyone in HR:

As the investigation into the VA scandal deepens, it appears that, according to the VA’s performance and incentive system, they were doing GREAT!

Fox News reports that Gina Farrisee, the Assistant Secretary, Office of Human Resources and Administration, Read more…

HR Insights, HR Management

Shared Responsibility? Here’s Why YOU Just Really Need to Own It


I had an epiphany! Well, maybe it’s better explained as an out-of-body experience.

Well, maybe not quite that. What it really was, was a personal experience that validated an old “management truism” for me.

I use “responsibility charting” a lot with my clients. This is a business process whereby responsibilities are assigned; subordinate tasks are identified, and each subordinate task is assigned to one person as “responsible.”

There are dozens of versions of this process with different names, but the basic premise remains the same: there can only be one “R.” I like the tool because it accelerates forward movement of a team, because of role clarity. Read more…

HR Insights, Talent Management

Ruining High Potentials, or When Talent Management Goes Wrong


Once upon a time, there was a young man who was searching for a career.

Like many young people, his early jobs took him on a circuitous route, and ultimately landed him in the field of telecommunications. He lucked into an entry-level position in a Fortune 100 organization and learned the ropes.

Twenty years later, he is still at that organization, now managing other eager young people. Read more…

Talent Management

Time Crunch: What to Do When You’re Drowning in Work Initiatives

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Business writing, mine included, is usually a new slant on a common theme.

It’s cool to find content that is both logical and innovative, and think, dang it – I wish I’d thought of that.

The current issue of the Harvard Business Review is packed with good stuff but one stands out. The topic, Your Scarcest Resource, sounded a little ho-hum compared to Blue Ocean Leadership, but I started reading and was hooked.

What a simple premise: we are running out of time in any given work day to do the work we need to do. Something has to give. The authors have a suggestion — treat “time” as a resource of your organization. Read more…

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…


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

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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…