Articles tagged 'Management'

Classic TLNT

What Great Leaders Know: Sharing Power Builds Trust and Loyalty

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Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.

This is not a deep psychology dive on ego and power in business leadership, which is a huge topic.

But I want to share some practical observations about how good leaders build a powerful team by sharing power, and how others build themselves up (falsely) by imagining they can hoard power personally. I am a fan of the former.

What I have found is that the people who imagine that they have more power than they do can’t distinguish between the fact that their role has power vs. that they are powerful personally. Read more…

Talent Management

Employee Engagement? Sometimes, It Requires Acts of Courage

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Employee engagement is not for the timid.

Assessing and improving employee engagement requires courage from leaders and employees at every level — and that can be a challenge for some organizations.

If you are working to establish a culture of engagement at your organization, keep in mind that you’ll need to start by fostering a culture of courage from the CEO down to frontline employees to ensure it’s effective. Read more…

Leadership

The Fine Line For Leaders Between Motivation and Manipulation

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Almost any team has one or two absolute go-getters.

Whether it’s out of passion, commitment or habit, they’re going to show up half an hour early, probably after a good night’s sleep and a nutritious breakfast, bringing their best ideas and plenty of energy to carry them out.

Other employees need a little push, at least from time to time, and the best leaders are prepared to provide it.

But knowing how and when to motivate doesn’t come naturally to most leaders. It may even be uncomfortable, especially for those who aren’t clear on the boundary between motivation and manipulation. Read more…

HR Insights, HR Management

Yes, HR Research May Really Be Marketing, But There’s Still Value to It

Evidence based HR

I’m mindful of Laurie Ruettimann’s blog post from a couple of weeks ago where she put it straight out – HR Research Isn’t Research: It’s Marketing.

She ends her post with this:

Remember — today’s HR research is marketing, wrapped up in survey data, presented for consumption as sales collateral.”

And, of course, she’s right. Read more…

HR Insights, News

A Key to Career Success: Mastering the Art of Public Speaking

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When I heard you speak I was shaking in my boots, because tomorrow, I am scheduled to speak after your presentation. Is there any way to put me on behind someone else?” he said jokingly.

I was asked about this change a few months back when I was the chair of the HR Summit in Bahrain. Just a few weeks ago, I made a presentation to The Human Resources Forum in Dubai (THRF), and as one of the attendees was leaving she said, “you make everything so clear and you are the best speaker that we have ever had here at the Forum.”

Since arriving here in the Middle East, I was fortunate to get on the HR speaker circuit. As of last week, I have spoken at about 25 events either as a keynote, conference chair, panel leader, or master class presenter. I have traveled from Africa to Turkey and all over the Middle East. Read more…

Talent Management

When Millennials Are In Control of their Careers, Everybody Wins

Portrait of business colleagues holding each other and laughing

The burn out rate among business consultants is sky high.

Although firms pay big starting salaries to young MBA’s, accountants, and engineers, the excessive travel demands that come with the paycheck can get real old — real fast.

That’s precisely why Vynamic, an 80 (plus) person health care consultancy based in Philadelphia, stands out among its competitors. Ranked the No. 1 most prestigious boutique consulting firm in the U.S. by IvyExec.com in early 2015 and the No. 5 overall best small firm to work for in the U.S. by Consulting Magazine, Vynamic has gone beyond paying competitive salaries. Read more…

Classic TLNT

Poor Performance is Contagious, Especially If You Won’t Deal With It

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Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post.

As managers, at some point we all encounter an employee who frustrates us and drains the life and energy out of the team.

When you are in this situation with someone, you know it in your heart that you should act, particularly when they really annoy you. But, you don’t act right away because you second guess yourself, and you keep thinking, “they really do some things very well — sometimes…” Read more…

HR Insights, HR Management

HR’s Role in the Digital Workplace: It’s Time for Reinvention

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Editor’s Note: This is the first of 12 essays from the new book, The Rise of HR; Wisdom From 73 Thoughts Leaders. It’s compiled by Dave Ulrich, Bill Schiemann and Libby Sartain, and sponsored by the HR Certification Institute. 

By Josh Bersin

The human resources profession is at a crossroads.

Over the last few years digital and internet technologies have radically changed the way we work, requiring a tremendous change in all areas of human resources. Our latest global research shows that business and HR leaders have three major challenges: Read more…

Recruiting and Staffing, Talent Management

The Millennial Turnover Myth: Why Young Talent Really Decides to Leave

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My company is obsessed with Millennials, and for good reason.

The traditional old guard of global industry is rapidly changing – and the youngest ranges of the workforce are primarily responsible for the disruption.

With the average lifespan of an S&P 500 company down to 15 years, we are all actively investing resources to attract a new generation of talent that will keep our companies viable. Read more…

Leadership, Talent Management

What Managers Need to Remember: By Your Pupils You’ll Be Taught

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“Can you believe it? Now because of realignment, he works for me.

We worked together for years and he was my boss. He was extremely mean and cruel during those years and would just nit-pick through all my assignments. I needed the job so I stayed and put up with it.

But you know I just could never ‘get even’ or stoop that low.”

Karma is described as the underlying principle that brings back the results of actions to the person performing them. In other words, what goes around comes around. Read more…