Next! Posts
Adversarial relationships dominate the interview process. It begins with the odds being uneven. There is the minority position of the solitary candidate pitted against the majority position of the hiring committee.
Generic research on learning styles, multiple intelligences, etc. have provided helpful diagnostic tools. But three areas that has been elusive, and sometimes even slippery
You're Fired! Termination Policy Components, Dynamics and Application
In the last edition of Next!, we discussed how orientation blunders of new hires may jeopardize retention. On-boarding...
Orientation of new hires may jeopardize retention. Here is a quick list of five orientation blunders:
1. Intimidate Them:
"We are distributing a policy b...
In the last month alone, I have been invited to attend four webinars on collaborative and social learning. At the same time, articles have exhorted me to embrace blogging and twittering, lest I lose the opportunity to engage my obviously already engaged employees.
We may have sold diversity short, especially as a version of talent. Largely responsible for that is its somewhat coercive origins, the appearance of favoritism, and the various personnel dislocations that followed in its wake. But a case can be...
Compulsory Coaching: 5 Barriers to Creating a Symbiotic Culture of Mutuality and Reciprocity
Published: 2012-05-30
Published: 2012-05-30
Performance review and coaching seem joined at the hip. Both are critical but burdensome, promise much but do not deliver enough, share the same problems but not the same solutions. Indeed, it may be helpful to pause at this point and parallel the limitations of each.
A new CEO brought his coach with him to his new job. A good thing, too—the first week involved a steep learning curve and the inevitable prospect of mine fields...
The Online University App: Blending "Rah-Rah" and Success Measures:
It is required to identify a unique source of direction and to search for developmental options which are incremental—that stretch existing managerial levels and roles beyond current limits and even job descriptions—but which also br...
One of the unintended consequences of virtually all leadership development programs is discontent. Conceived as a journey only to the top, when it falls short—as numerically it has to—many are unhappily left behind. Their now less-th...
Typically, at the end of a satisfactory job interview, the topic of promotion comes up. Sometimes it is folded into that perennial question: "Where do you see yourself in three to five years from now?" The subject is always raised because it se...
A conversation with a CEO and here is what you can learn from the movie Cast Away and can implement in real life scenarios.
We had such great expectations of the new CEO— the fit seemed perfect—all agreed the choice was right. But then matters suddenly turned sour. Deeply disappointed, we are not sure what to do next? Hang on a little longer to see if t...
In the last edition of Next!, we discussed why leadership self-talk is important for personal development and outlined a simple procedure to follow. Below is application of self-coaching in the daunting task of launching an innovation initia...
There is a substantial tradition and growing literature associated with self-healing. Various cognitive therapists have developed different systems to structure therapeutic self-analysis. Those who have maintained a practice and clientele over t...
A new phenomenon: candidates are often superior to those hiring them. It is embarrassing, even demoralizing. Applicants who are smarter, savier, more credentialed, possess a wider range of work experience, etc. Wow—no...
