Three Things Business Leaders Must Constantly Do To Remain Extraordinary
Leadership is hard. Vision, strategy, financing, legal, IT, HR, operations, management, sales, marketing… and staying strong through it all. Tough.
If you don’t absolutely love what you do, if you don’t believe in the positive difference you are making in the world around you, you can fatigue very quickly.
Employees and New Hires: Do They Get It, Want it, and Have the Capacity to Do It? (GWC)
One of the most critical elements of any organization is hiring the right people. Whether you are an employee or an employer, chances are you have your share of nightmare stories about the fallout of hires that were not the right fit for a position, or the organizational culture.
“It’s Not You, It’s Me:” Evaluating Prospective and Current Customers for an Organizational Fit
We’ve all been there… we’ve all met people at times in our life and thought that a relationship was going to work out, only to discover after you’ve peeled back the layers that perhaps it just wasn’t meant to be.
Seven Unique Ways To Create a Culture of Continuous and Collaborative Learning
How do we manage to fulfill our client requirements while maintaining our edge as thought leaders in the fields of integrated communication, social media, training, interactive development, and human capital?
We use a variety of strategies that enable participation from the entire company.
A Day In The Life of the CCO: A Chief Culture Officer To-Do List
We can’t assume the culture is on auto-pilot. We need to do regular pulse-checks with our people. In an era of technology, processes, and systems… in a lifetime that has become app-driven, we have to protect the humanity of our companies. Our employees need to know we are checking the heartbeat of the organization on a regular basis, and that means gauging the happiness, engagement, and emotional health of those that support us.
Do Employees Make Your System Smarter? Or Is It The Other Way Around?
What’s the smartest and strongest aspect of your organization? Is it your employees, or is it your organization?
If you follow the thinking of the spectacularly failed Enron Corporation, who religiously subscribed to the belief that having better talent at all levels is how you outperform, then you put most of your stock in the strength of your people. At the height of its hiring frenzy, Enron was bringing on 250 newly minted Ivy League MBA’s a year, grossly overpaying them, giving them Carte Blanche to pursue strategic ideas, and catering to their every professional demand.