It happens fairly regularly. I’ll hand my business card to someone, wait a beat, and watch them smile as they read my title - Chief Encouragement Officer.
In our last blog, we discussed three reasons why leaders might not want to “raise up the next guy,” or prepare the lieutenants in your organization to lead with the same values, work ethic, and goals that you possess.
A good practice for Human Capital executives is to stop long enough to look back on the year and determine what you intended, what changed, and where you arrived.
In Gary Larson’s famous cartoon, a student asks his teacher if he can be excused because his brain is full. It’s funny as a cartoon, but it is tragic, wasteful, and all-too-common in corporate training.
Barring non-competes is one of California longstanding strong talent mobility safeguards. Unlike most other states in the United States, but more like innovative Western European countries like Germany, the Netherlands, and Sweden, California ...Read more
With talent wars waging on for top talent, entrepreneurs need to make sure they treat their employees well. Otherwise, they might jump ship.Read more
You invested a lot of time, energy, and money bringing on that new employee.
They show up on that first day ready for your orientation doing their best to disguise their nervous anxiety.
Feeling a bit anxious yourself, you want ...
Do you look forward to going to work? Do you feel valued and appreciated by your employees or employer? If you work by yourself, do you feel seen by others? If you answered, “no” to any of the above, you’re not alone.Read more
Effective new hire onboarding will be critical for employee retention and engagement in the future as demographic shifts significantly alter the talent landscape. America’s 80 million Baby Boomers will be succeeded in their roles by a cohort (Generation X) that is half their size, intensifying the competition among employers for top talent.
A search of respected blogs and periodicals about leadership reveals a largely cohesive group of characteristics that most experts agree a person should possess if they want to gain recognition as a great leader. For example, most agree that leaders must have vision. They must communicate clearly and often. They must admit their faults, delegate, share the glory, and relate to their employees on a personal level.