Toxic Talent Management Habits

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80-Tomas-Chamorro-Premuzicby Tomas Chamorro-Premuzic

All organizations have problems, and they always involve people. Indeed, talent management issues are a major cause of organizational underperformance. For example, a recent report by Deloitte, based on data from over 2,500 business and HR leaders from 90+ countries, shows that employers around the world are poorly prepared to tackle key human capital challenges, such as “leadership, retention and engagement, the reskilling of HR, and talent acquisition.” I see five specific bad talent habits over and over again. They all threaten the effectiveness of the modern organization. Continue reading →

What Do You Stand for As a Leader?

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by Shawn Murphy

I wonder what it was like to be on the battlefield when the war ended? To take up arms against another group of human beings cannot be easy. But to do so for independence, or for a bigger purpose that called men forward with belief in their hearts and determination in their aim, the casualties was a price to pay.

Last Friday, the U.S. celebrated its independence on the 4th. Military service is one of the most honorable choices to be made, particularly when defending freedom. My mind, however, wanders to those moments where flashes of leadership beckoned a commander to show what he stood for no matter the odds or decisions that needed to be made.

Now to show what you stand for can be an ego-driven act. I’m not interested in this. What I want to look at are the realities testing what a commander stood for and what leaders can learn today. Continue reading →

Can You Simplify Your Organization?

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32f99cf676d10ad8956e1b.L._V352357172_SX200_written by Neal Thornberry

Complex organizations are just that—hard to get your arms around in terms of structures, processes and relationships. Even good intentions can create their own unintended complexities.

The best thing senior management can do is to make the road to innovation clear. If managers haven’t built it, or worse yet haven’t communicated it, they need to do so. Continue reading →

Paying it Forward with your Customers: 3 Steps to Selling Value

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written by Jay Ackerman

 

All too often, customer/vendor relationships are anchored around two milestones in the customer lifecycle: the initial sale and renewal sale. Typically, these two points in time experience the greatest, if not only, customer outreach and engagement. With the rise of the Cloud and Subscription Economy, it’s easier than ever for customers to switch providers at a moment’s notice. As such, the one-time sales approach is now replaced with a value-driven approach anchored in customer lifetime value (CLV). Today, customers only want to pay for what they use, and they only use what is considered to be of value.

Rather than focusing on points where the money is made – initial sale and renewal – vendors should take a “pay it forward” approach to customer success across the customer life cycle. Continue reading →

Dear Manager: Please don’t tell your employees what they are doing wrong

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by Melissa Janis

 

One of your employees is under-performing and you want to give him corrective feedback so he can improve. Seems pretty straightforward right?

Not so much. Giving feedback is challenging; perceptions, personalities and preferences can easily get in the way. No matter how artfully you frame comments and suggestions for improvement, your message still can be derailed and potentially even backfire. It’s all too easy for well-intentioned feedback to inflame rather than engage.

So what’s a manager to do? How can you help your employees understand the gap between where they are and where they need to be if you don’t tell them? Continue reading →