Editor’s Note: Readers sometimes ask about past TLNT articles. That’s why we republish a Classic TLNT post every Friday.
It’s a lesson I learned while I was working toward an MBA: the most powerful business lessons aren’t the stories of success, but the stories of failure.
Yes, as good as it is to hear about Herb Kelleher and how he built the great workforce culture at Southwest Airlines, I got a lot more out of studying “Chainsaw” Al Dunlap and all the bad stuff he did while systematically tearing down companies (like Sunbeam) and their culture.
This is also true of business wisdom; I always learn a lot more from the bad advice I see popping up from so many so-called experts who have curious notions about what really matters when it comes to managing people and leading a workforce. Read more…
The question caught me off guard.
I’d been offered a promotion, and my manager and I were now talking money. In response to my salary request, he’d asked, “Do you think what you’ll be doing is all that different from what you’re doing now?”
For a split second, I wondered if this was a trick question. If I gave the wrong answer, would I end up making less money?
But my boss seemed genuinely curious, so I paused to give his query some serious thought. Read more…
It’s a job seekers market, but hiring managers haven’t yet fully adjusted to the change, with 40 percent of them taking almost a month to make an offer, only to find out in many cases that their candidate is turning them down.
Better than 8 in 10 of the MRINetwork recruiters participating in the semi-annual MRINetwork Recruiter Sentiment Study said today’s employment market is candidate-driven, a 25-point jump from the 2012 study.
That means the professional, executive, and managerial candidates, who are the majority of those recruited by MRI franchise offices, can be more demanding when it comes to the nature of the work they want, the companies they’re willing to work for, and the compensation and benefits they’ll accept.
In the MRI survey last fall, recruiters said 42 percent of their candidates who got an offer turned it down. In the current survey, recruiters reported that in almost a third (31 percent) of the turndowns, the reason is another offer. Read more…
The Seattle Seahawks throttled the Denver Broncos (my home team) in the Super Bowl earlier this year.
Yet, these two teams were, arguably, the most aggressive in signing free agents to upgrade their teams during the off-season and both are odds-on favorites to repeat as the teams in next year’s big game.
That’s because when it comes to acquiring top talent, champions are never satisfied with the status quo. The best organizations are always seeking to get better by upgrading each and every position whenever they can. Read more…
Picture the scene:
Your company doesn’t have enough money in the annual merit spend budget to grant more than an average 2 percent increase to employees, so the powers that be decide “let’s give everyone a flat 2 percent increase and call it a day.”
Has this happened to you? The practice is what some would call a “pay-for-pulse” strategy, where if you haven’t been fired on the date of the scheduled increase, then you’re going to get a raise.
Every warm body who occupies a chair at that time will receive an increase — just because. Read more…
The learning landscape has changed substantially; the line has different skill needs, and employees want to learn in new, innovative ways.
As line leaders pursue new growth opportunities — or seek to improve their execution of existing plans — they need employees with new and more complex skills. Clearly, line leaders’ expectations of development interventions are changing.
- Sales leaders, for example, want to build a sales staff that can not only sell products but also challenge customers’ assumptions. Read more…
Call it a combination of ohhhhm and aha!
Those simple, powerful sounds sum up what my colleagues and I think is crucial for organizations when it comes to talent these days.
That is, companies need to be “Enlightened Organizations” in order to be great workplaces and to be successful.
We mean “Enlightened” in both the Eastern and Western senses of the term. Eastern in the sense of principles of wisdom, kindness and harmony. Western in the sense of the Age of Enlightenment, and its concepts of scientific inquiry, progress and analysis. Read more…
If I asked you to describe your attitude towards your work in one word, what would it be?
Setting aside for a moment your feelings for work, the English language admittedly makes this difficult.
German, for example, is a fascinating language in that new or changing concepts can be described by stringing words together to create a new one (e.g., freundschaftsbezeigungen, which means “demonstrations of friendship”). Read more…
I believe in natural selection. When the Internet went crazy last week because some little known company was only allowing their employees six (6) minutes to use the bathroom each day, I didn’t have a strong reaction.
I didn’t care because I know, from experience, that companies only do this because they are forced into the position for some reason or another, or, because they have horrible leadership.
Or sometimes, both. Read more…
Back in March, I discussed a few takeaways from Deloitte’s Global Human Capital Trends 2014 survey. After going through the report again, I think it would be worthwhile to mention some of the other global trends for 2014.
I previously discussed the need to re-skill HR teams, one of the top four (out of 12) global trends that survey respondents perceived as most urgent. I did not, however, discuss the top trend perceived as most urgent by responders — the need to build global leadership.
Fully 38 percent of respondents rated this as “urgent,” 50 percent more than the next trend identified as “urgent.” Read more…