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Onboarding Best Practices |
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Good Guy = Bad Manager :: Bad Guy = Good Manager. Is it a Myth? |
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Five Interview Tips for Winning Your First $100K+ Job |
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Base Pay Increases Remain Steady in 2007, Mercer Survey Finds |
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Online Overload: The Perfect Candidates Are Out There - If You Can Find Them |
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Cartus Global Survey Shows Trend to Shorter-Term International Relocation Assignments |
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New Survey Indicates Majority Plan to Postpone Retirement |
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What do You Mean My Company’s A Stepping Stone? |
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Rewards, Vacation and Perks Are Passé; Canadians Care Most About Cash |
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Do’s and Don’ts of Offshoring |
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Whether in response to Board pressure, regulatory changes or missed performance targets, there are times as CEO when you go to the outside. In one case I observed, the Board pressured the CEO to bolster one business line’s systems and processes to attract outside partnership opportunities. The CEO was explicit in communicating the Board’s mandate to his incoming hire, but near silent with the affected business line head and his lieutenants. When the change agent invited this team to collaboratively formulate the process improvements’ design and implementation, they smiled, nodded and then proceeded to passively resist and marginalize her. Determined to deliver on her own performance objectives, she dug in. A power struggle ensued she was predetermined to lose.
