The Indianapolis Colts recent decision to let quarterback Peyton Manning go has been described as a good business decision in which emotion did not come into play. That take misses the boat.
Instead, the decision and how it was executed is an example of how managing emotion in a realistic and mature manner can lead to making good human capital decisions.
The Colts did not deny the emotion of the Manning decision. They did not downplay that Manning had been the pride of Indianapolis for 10-plus years, won them a Super Bowl, and had a singular place in the hearts and minds of so many fans. Yet the Colts did not get lost in excessive emotion and lose sight of reality either. Read more…
““ 'It’s not about how good you are at the beginning, but about how good you can become.' He admonished . . . ”
— Crystal Spraggins on SHRM Chicago 4: Mark Kelly, Gabby Giffords and a Big Dose of Inspiration, 11 hours ago
“Tim, thanks for the nice piece here. One of the most common objections I hear is "oh, my you're . . . ”
— Acertiv on Lessons From SHRM Chicago: The 3 Big Misnomers About HR Technology, 15 hours ago
“Hi Jennifer. Thanks for commenting, and no, I'm not a recruiter. Now, I'm intrigued by this statement "Its not realistic . . . ”
— Crystal Spraggins on Jerking Around Candidates on Salary? Not a Way to Start a Relationship, 17 hours ago
“Wendell - I wholeheartedly agree that there always has to be a component of HR analysis that is purely focused . . . ”
— DavidBernstein_eQuest on Big Data: Just Another Big Fad For HR, 17 hours ago
“At least he's a far better choice than Hillary Clinton.”
— William Schabel on SHRM Chicago 3: Dan Pink on Why We’re All Really Salespeople, 19 hours ago