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8
Dated: 10-10-2014
Mike was the CFO of a large manufacturing company in Texas. He was an outstanding executive and he accepted this position because it suited his strengths to a tee. The company was looking for a very strategic Head of Finance who could work in partnership with the company’s CEO to take market share in existing markets, enter new markets and diversify their product line.
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8
Dated: 10-10-2014
When it comes to work, it may seem like you always find yourself on the bottom rung. Everyone else’s demands and needs come before yours. You can’t get people to return your phone calls or emails with any sense of urgency. You feel like your voice is never heard. You can’t remember the last time someone—anyone—followed your advice.
$authorProfileLink
8
Dated: 10-10-2014
The 2014 FIFA Soccer World Cup in Brazil has provided plenty of goals, action and shock results so far. And like all good sporting events, I think it’s also provided some good lessons – in this case, about team work.
To the uninitiated observer, a soccer game can look chaotic. Play moves up, down and across the pitch (definitely not the ‘field’), with possession changing frequently. While the objective is clear and simple – get the ball in the opposition goal – what each player is doing at any time can be elusive.
$authorProfileLink
8
Dated: 10-01-2014
Annual performance reviews. They are kind of like that annual physical. You dread it, you put it off, but it has to get done. And in the case of performance reviews, your workforce will hopefully come away with some good insight and agreement on what needs to be done to move forward in the most equitable and rewarding way possible.
$authorProfileLink
8
Dated: 10-10-2014
I have read several articles on LinkedIn or blog posts that challenge the fact that companies should even be conducting performance reviews. The argument is that managers should be managing their employees on a daily basis and giving them feedback and guidance therefore, it is unnecessary to do performance reviews.
$authorProfileLink
8
Dated: 10-10-2014
For over a decade, I’ve been partnering with large organizations to evolve their leadership development programs. I’ve worked with a lot of companies and, as much as their needs are unique in some ways, they share so many common challenges. Across industries and geographies, organizations are trying to transform themselves. They are working on fundamental shifts like:
• Moving from acquisitions to organic growth
• Internal focus to customer centricity
• Efficiency to innovation
• Disconnected silos to integrated enterprise and so on…
$authorProfileLink
8
Dated: 10-02-2014
I will always be indebted to Dan Dana for introducing the concept of the manager as the mediator to me. It formed the basis of his powerful training – with the same name- that helped shift the managerial paradigm for thousands of managers who have benefited from his training. Dan was the pioneer who blazed the trail. In this short practice note I want to consolidate and reiterate his fundamental insights, and of course add my two cents!
$authorProfileLink
8
Dated: 10-01-2014
Most HR professionals agree that it’s important for employees to have well-articulated goals to guide their work. However, goals alone are not enough. Healthcare organizations have discovered that providing employees with mentoring and coaching, in conjunction with goals, leads to greater employee accountability and better on-the-job performance.
$authorProfileLink
8
Dated: 10-01-2014
Many, if not most people, would argue that the ability for an organization to change over time is critical to that organization's long-term survival. To this end, the literature is full of theories, methodologies, recommendations and analysis on how an organization should be structured in order to maximize the likelihood of obtaining successful change.
$authorProfileLink
8
Dated: 10-01-2014
We’ve all been there. We have all been the recipients of change as well as the instruments of change. When change is about to happen in our personal or professional lives, for most of us it creates undue amounts of stress and anxiety. At the professional level, change in an organization can be broken down into four segments: 1) pre-change (or what happens before adoption takes place); 2) the process of change; 3) post-change (this where the journey REALLY begins; 4) The emotions connected with change.
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