Have you ever come across a candidate who you thought was “just not that into you?”
Maybe the candidate was not into your organization or the job, but it most likely wasn’t you personally.
It is very possible that you have candidates who have gone through the application process but are not really interested in the job or in the organization. Maybe they feel like the job is beneath them, or maybe they see the job as a “backup plan,” or simply applied to provide moral support for a friend who was also applying. Read more…
Editor’s Note: Readers frequently ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
Creating future “owners. That’s the job of a leader.
That means cultivating team members who “own” the vision like we do, not merely directing a group of people who “rent” the vision. If leaders fail to delegate responsibilities, they will never fully develop “owners.”
To put it in perspective of a leader, when “I” am unable to both delegate projects and develop people: Read more…
My youngest started fifth grade last week, and as I was combing through the official forms and literature, making sure he had all his school supplies and such, I happened upon the grading system:
Thanks to Ray Rice and TMZ, domestic violence is front and center once again.
Everywhere you look, you’ll see footage of the video and someone giving their opinion on the events, and the aftermath. While it’s tough to watch and listen to, all of this coverage is certainly bringing more awareness to the struggle that domestic abuse victims face today.
So, when it comes to your business, what are you required to do in the event an employee becomes a victim themselves? It depends on the size of your company and what state(s) you have employees in. Read more…
Your team creates all kinds of reports, spread sheets and slides to plan, run, measure, and report on what you are doing in your operation.
Of course you need these detailed materials to run your function — but please don’t inflict them on others!
These reports are your “Operational Tools.” Your operational tools are created in what I refer to as your “inside voice” — the language you use inside your organization — a robust language full of detail, acronyms and functional jargon. Read more…
More pay might not change behavior, but withholding an increase sometimes will.
“That’s the last straw! I’m going to fire him,” said the irate mayor as he hung up the phone after mollifying a furious resident.
His city’s veteran long-service street superintendent had once again rudely blown off another citizen with a legitimate gripe. The mayor was tired of cleaning up such messes and being forced to calm down upset voters antagonized by the impolite official. Read more…
Many people split the world into dualities: You’re either this or that. Positive or negative. On or off. Black or white.
But in reality, human behavior occurs mostly in the shades of gray between any two extremes. So when it comes to leadership, I hate to say, “You’re either part of the problem or part of the solution.”
But it’s easy to see how it could be true. Read more…
More than half of us don’t believe our employers are open and upfront with us.
This disturbing news comes to us from the American Psychological Association’s 2014 Work and Well-Being Survey, which finds nearly 1 in 4 workers don’t trust their employers, 1 in 3 reported their employers aren’t always honest or truthful, and less than half believe employers are open and upfront.
This lack of trust in the workplace is a big deal, and is leading more than a quarter of U.S. employees to say they intend to seek new employment in the next year. Read more…
Last May, I posted a story of a young man who had been identified by a Fortune 100 firm as a high potential and placed into a leadership development program to prepare for the possibility of promotion into the executive ranks.
The story was unfinished, as a month after his Director left the organization and the young man had been appointed as interim Director, the VP told him that they were considering outsourcing the position.
The young man was disappointed, but he was determined to show the organization that he could handle the position as interim, on the chance that they decided to keep it in-house.
I described this process as “talent management gone wrong.” Read more…
Should we stop trying to transform culture?
During a recent keynote, Jeb Dasteel, Senior Vice President and Chief Customer Officer at Oracle Corporation, said something that gave me pause.
“Don’t try to change the culture,” Dasteel urged the hundreds of change agents gathered in a hotel conference room. “Exploit it.”
Dasteel went on to explain that, while building a customer experience strategy inside Oracle — a company that had historically valued its intellectual property more than its customers — he chose to leverage the prevailing engineering mindset, instead of trying to change the organizational culture, as so many of us might be tempted to do. Read more…