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Executive Book Club: February 2012

The Executive Guide to High-Impact Talent Management is a must read for business leaders who prioritize the need to continue to drive future business performance to enable their companies’ upward mobility and secured sustainability.

Recent studies show that in the next few years companies could have only about half the leaders and skilled workers they need – and that these talent shortages will be particularly acute in critical sectors of employment like engineering, health care, energy, government, manufacturing, and aerospace and defense. As a business leader,...

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BYOD or Bust - Managing Devices for a Mobile Workforce

Via smart phones, mobile sites, business applications and more, the consumerization of IT continues to impact the way employees use technology at work. Many organizations are shifting away from company-issued devices and adopting BYOD (Bring Your Own Device) policies, which allow employees to use the mobile technology they’re most familiar with. There's a lot of buzz around the benefits of BYOD in an increasingly mobile workforce, but little discussion around the policies needed to establish rules and guidelines for usage. 

BYOD policies, of course, have benefits and drawbacks. While the freedom to choose the device and platform you’re...

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Why Mission Statements Suck

I’m not arguing against a clear definition of where a company is going and what sets it apart. My beef is with the way the particular corporation’s guiding principle is expressed; it is generally verbose, convoluted and incapable of resonating with employees or inspiring them. I’m not the first person to say this. Yet, companies large and small from start-ups to blue chippers continue to err in crafting compelling, single-minded mantras.

Exxon Mobil Corporation'smission is an example of a poor statement. "We are committed to being the world’s...

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Global Leaders Aren't Made in the Classroom

Last month, we chatted about what global leaders need to know—Intellectual Capital, Psychological Capital, and Social Capital--and where to start with their development—by leveraging development opportunities and tools already in your organization.  Once you’ve identified existing resources, what do you do with them? 

Our research at Najafi Global Mindset Institute shows that leaders with the highest Global Mindset abilities are not made in the classroom.  They develop through a series of layered learning and experiences over time.  Now, that’s not to say classroom or instructor-led training isn’t valuable.  In fact, a large part of Global Mindset is based...

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Who Owns Your Company Talent?

Culture eats strategy for breakfast. It’s a popular cliché I’ve seen tossed around a lot.  And I get the premise – strong cultures can make or break your organizational strategy.  It’s true. But where does culture start? Well, Steve Boese recently wrote a post titled, “If culture eats strategy, then what eats culture?” answering that exact question.

Without giving Steve’s post away, it got me thinking about talent.  And, who “owns” talent in a company: is it the organization or the manager?

Or maybe it’s neither. 

Could it be that the individual employee “owns” their...

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Media and the 21st Century Resume

In an attempt to circumvent the keyword-laden resume game, job seekers are taking a more creative approach to captivating recruiters. Rather than dropping the resume altogether, the trend seems to be a breakaway from over-automation and a return to the heart of what makes a good hire. Laurie Barkman of The Resumator explains, “We’ve been told for a long time, ‘This is how you do recruiting, and here’s what matters,’ but organizations are now more interested in interactions that help to determine a good fit. And more nimble organizations are looking at people beyond the resume.”

Sounds...

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5 Ways to Change Careers

The problem with trying to change occupations or industries, is that most people don’t have the skill set to support a broad leap in jobs. So they end up willing to do practically anything other than what they are currently doing, and subsequently flounder in their job search.

After 15 years in recruiting, helping companies to find and hire teams of highly specialized consultants and executives, my job is now to teach employers and recruiters how to find and attract talent better. But one of my primary passions remains helping job seekers along in the career process. I...

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#NextChat Success - A Recap of our Twitter Chat on Social Media

There’s no denying that social mediais changing the way we work. From its emergence in the recruitingsphere to the way it is redefining workplace culture and flexibility, organizations and HR professionals are quickly adapting and growingwith each and every innovative step that social media takes.

As social media continues to grow, so does We Know Next. Last Wedesday, @weknownext jumped into the world of Twitter chats and along with special guest Matt Charney @MattCharney, we hosted our own #NextChat conversation to discuss social media’s impact and role with HR and recruiting....

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Failure and Learning Through Leadership

Achieving milestones within a department or an organization is a process that involves a clear strategy, research, team members, and the flexibility to change and adapt along the way.  Just like leaders, a company’s culture or environment doesn’t just happen.  Great cultures are made from the top down and the down up.
 
The key in creating a corporate culture focused on high achievement doesn’t come from the learning curve employees and their teammates face but in how they learn and work together during their failures.  It’s the low points, not the high points that create a...
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I Love You

It is 9 am.  The secretary reports to her desk.  Waiting for her is a sealed card.
 
The secretary opens the envelope and it is a Valentine's card from her manager.  Having undergone sensitivity training, the manager signs it "fondly" as opposed to "lovingly."
 
The employee is creeped out and goes to HR.  HR talks with the manager based on a script we had prepared together.
 
HR asks the manager if he knows why the card is inappropriate.  He responds "no."
 
HR asks the manager to whom...
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