You can learn a lot about your organization by asking a few questions about what people might add to their space.
Each team member can contribute toward brand awareness, qualified lead generation, and closing deals.
A Gallup poll showed the number of men who view sexual harassment in the workplace as a major problem is declining.
“Tell me about yourself” isn’t the only popular question interviewers should probably re-examine.
Surveys diagnose problems; leaders prescribe solutions.
Great leadership isn’t about perfection. It’s about self-awareness. And we know objective human data is the gateway to developing that awareness—the No. 1 most critical competency among leaders.
Loud doesn’t always mean what we think it means, and it’s definitely not always the enemy.
“How do you find prospective customers?” This is one of the most frequent questions I get from first-time founders, career changers I’ve mentored, and newbies in sales.
While the traits of a micromanager are easily recognizable, unfortunately, the negative forces can have a chilling effect within a business setting. Of those who identified as managers themselves in that survey, 77% said their morale was impacted negatively by micromanagement and 62% considered changing jobs because of it.
The practice of hiring people with criminal convictions is not a new concept, but it is gaining steam.
“Self first” is something I practice constantly and that I challenge my clients and those around me to invest in.
When we collect data to predict fit and pull that data through the lifecycle of the employee, we can better develop leaders and design teams, drive intentional culture, and produce high-engagement workplaces. This will increase your profitability. And ensuring your teams are ready, willing and able requires an investment.
People need to feel like they have their own space—at their work stations, in conference rooms and more.
Culture is made up of the traits, behaviors and actions that are encouraged and rewarded. It refers to the complicated interpersonal and organizational dynamics that might not show up in job descriptions, but that absolutely set the conditions for success, according to The Predictive Index.
I recently learned about a Japanese concept called Ikigai, which means “reason for being.” Ikigai is the intersection of what you’re good at, what you love, what the world needs, and what you can be paid for. I believe we’re succeeding if we’re living and working within the overlap of those four areas. That’s where we become our best selves and experience our profession through our purpose.
Perhaps the question isn’t whether you can afford to increase the salary of a current employee, but whether you can afford to replace that individual.
I’m a formally trained researcher specializing in qualitative research. What that means, and how the job is different from other types of researchers, fills many a book. In the following few hundred words, I’m not going to bother talking about the nuances of researchers because, well, boring. Instead, I’m going to talk about an approach […]
Personally, I don’t support any event or conference with my money or time that doesn’t include women on panels.
Remember that effective executive presence is not alluring charm or likeableness. Rather, it’s the product of temperament, competencies and skills.
What should managers do? Should they encourage employees to limit discussion to safe topics like movies, the weather and how much they hate potholes?