All Articles

• The True Cost of Employee Turnover
  Posted: 10/13/2004
  
  If one of your employees were to quit today, do you have a true picture of the costs involved to bring in someone new and bring them up to speed? What are the true costs of replacing our employees?
• The #1 Reason Why People Leave Your Organization
  Posted: 10/28/2004
  
  It is well understood that people join organizations because of the organization’s reputation, compensation package, and benefits. However, the reasons people leave are typically much more personal.
• The Typical Hiring Decision
  Posted: 11/26/2004
  
  It is said that most hiring decisions are determined within about 45 seconds of meeting the applicant face-to-face. These "typical" hiring decisions are made with little substantial information and a great deal of subjective thoughts. What should you be d
• Hiring for Success - Part 1
  Posted: 1/10/2005
  
  Hiring for success is the goal of every hiring manager, but good intentions do not always translate into a successful new employee. Let us identify the keys to hiring successful employees ...
• Hiring for Success - Part 2
  Posted: 1/31/2005
  
  In the last edition of this newsletter we introduced the concept of Hiring Success Factors. These factors represent areas critical to the long-term success of an employee/employer relationship. In this edition of the newsletter, we will discuss the import
• Hiring for Success - Part 3
  Posted: 2/21/2005
  
  In this article we will define and discuss the importance of the second of the three factors, what we call Organizational Success Factors.
• Hiring for Success - Part 4
  Posted: 3/14/2005
  
  The last issue of this newsletter went into detail concerning the second success factor, identifying and interviewing for Organizational Success Factors. In this article we will define and discuss the importance of the third of the three factors, finding
• Interview Questions and Topics to Avoid
  Posted: 4/4/2005
  
  This months newsletter deals with topics frequently inquired into by employers of job applicants. As an employer, any inquiry into these areas puts you at risk of encouraging unlawful discrimination. Let's look at some areas you will want to avoid in the
• The All Important First Day
  Posted: 4/18/2005
  
  It is said that you never get a second chance to make a first impression. It is one thing to find the most talented people; it is another to keep them. Remember that people typically join an organization because of its reputation, pay or benefits; but the
• Managing Poor Performance
  Posted: 5/2/2005
  
  I believe that people want to do a good job when they come to work. When this is not the case, it is typically a combination of the overall organization and their immediate manager that has not provided the environment for success needed for that employee
• Leading A Motivated Workforce
  Posted: 5/16/2005
  
  How do we create the type of workplace that allows each employee to thrive and perform at their best? What must be done to motivate employees and have them perform at their best day after day, week after week? Do you want to know the answers? Read on ...
• Leading a Motivated Workforce - 10 Tactful Discipline
  Posted: 5/30/2005
  
  This edition of the newsletter will address number ten on the list – Tactful Discipline. Many managers and supervisors are surprised to hear that discipline makes the list of employees’ motivating factors ... are you?
• Leading A Motivated Workforce - 9 Good Working Conditions
  Posted: 6/13/2005
  
  In a recent newsletter I communicated the results of a nationwide survey of employees asking what factors motivated them to come to work and give their best ...
• Leading A Motivated Workforce - 8 Loyalty from Management
  Posted: 6/27/2005
  
  In a recent newsletter I communicated the results of a nationwide survey of employees asking what factors motivated them to come to work and give their best. The Top Ten motivating factors are listed below ...
• Leading A Motivated Workforce - 7 - Promotional Opportunities
  Posted: 7/25/2005
  
  This is the next in a series of newsletters communicating the results of a nationwide survey of employees asking what factors motivated them to come to work and give their best. The Top Ten motivating factors identified in the results are listed
• Leading A Motivated Workforce - 6 - Interesting Work
  Posted: 8/9/2005
  
  This edition of the newsletter will address number six on the list - Interesting Work. Do not underestimate the drawing power of interesting work for an individual! Nothing gets people out of bed faster and more often than interesting work. It lies at the
• Leading A Motivated Workforce - 5 - Good Wages
  Posted: 8/22/2005
  
  This is a continuation of our discussion of the results of a nationwide survey of employees asking what factors motivated them to come to work and give their best. The Top Ten motivating factors identified in the results are listed ...
• Leading A Motivated Workforce - 4 – Job Security
  Posted: 8/29/2005
  
  This edition of the newsletter will address number four on the list – Job Security. Job security plays a major role in a person’s motivation and ability to produce on the job. Trust lies at the very core of the job security issue. Does the employee tru
• Leading A Motivated Workforce - 3 - Understanding Attitude from Manager
  Posted: 9/16/2005
  
  Thus far, we have discussed numbers 10 – 4. This edition of the newsletter will address number three on the list – An Understanding Attitude from their Manager / Supervisor.
• Leading A Motivated Workforce - 2 – Feeling In On Issues
  Posted: 10/3/2005
  
  People want to feel that they are part of something bigger than just their job. It is the difference in coming to work in order to receive a paycheck or coming to work in order to help the organization be successful. Believing in something larger than t
• Leading A Motivated Workforce - 1 - Appreciation/Recognition for a Job Well Done
  Posted: 10/18/2005
  
  It is always interesting for me to see appreciation and recognition rise to the top of what motivates employees to give their best. The reason I find it interesting is that most supervisors and managers do not seem to understand this intrinsic need of the
• Leading A Motivated Workforce - 1 - Appreciation/Recognition for a Job Well Done - Part II
  Posted: 11/1/2005
  
  The last edition of this newsletter introduced the #1 area that employees said was the biggest motivating factor for coming to work - Recognition/Appreciation for a Job Well Done. In that last edition I mentioned the key business reason why managers, supe
• Leading A Motivated Workforce - 1 - Appreciation/Recognition for a Job Well Done - Part III
  Posted: 11/14/2005
  
  Today I would like to cover what I believe to be the most important criteria of effective recognition - individualizing the recognition or praise to the intrinsic needs of the individual. What does that mean?
• Maintaining A Strategic Focus
  Posted: 11/30/2005
  
  Everyone knows how important it is to have clear directions when traveling from one location to another. This is critical when you personally take a trip to somewhere you have never been before. It is just as critical for an organization as they are tryin
• Clarifying the Vision
  Posted: 12/12/2005
  
  Many organizations talk about the importance of vision. It is understood at a cognitive level, but not done well at a practical level. Many organizations, especially smaller ones, have a vision for the future, but it is typically locked up in the heads of
• Organizational Culture
  Posted: 1/2/2006
  
  When was the last time you took a serious look at your organization’s culture? For most people, this is not a thought that starts their day as they begin to wade through the numerous tasks that need to be accomplished. Maybe today is the day to ask that q
• Company Values
  Posted: 1/23/2006
  
  Company Values, the mental image that arises for most people is a plaque on the wall or a slogan that is communicated once with little or no relation to their work. For most organizations it becomes an exercise in futility. But, if you look at some of tod
• Developing Company Values
  Posted: 2/1/2006
  
  In the last newsletter, I addressed the need for a definitive set of company values for all organizations. Following is a five step process that can assist any organization in identifying the critical values needed for success.
• Core Value Specifics
  Posted: 2/16/2006
  
  The last two newsletters have discussed the importance of core values to every type of organization. This issue addresses five key success criteria to consider as you either start the development process or look to refine current values.
• Reinforcing Company Values
  Posted: 3/6/2006
  
  Company values need to be reinforced at every turn to promote effectiveness. What can your company do to reinforce those values?
• The Leader’s Role – Supporting the Values
  Posted: 3/20/2006
  
  Values driven leadership is key to ensuring success through values within your company or organization. So what can you to guarantee you are on the right track?
• Strategy Focused Organizations
  Posted: 5/1/2006
  
  One of the most important considerations with developing an effective strategy is to remain strategic in the process. This may seem elementary, but most people are so tactically minded that they want to jump right to what we need to do this week. So where
• Final Thoughts on the Big Picture
  Posted: 5/12/2006
  
  Every organization needs to have a clear Vision, Mission and Strategy in place in order to allow its employees to fully engage and execute that strategy. Not having these elements in place is like driving a bus in a thick fog. So is your organization dri
• Building Bridges of Partnership
  Posted: 5/31/2006
  
  Everyone knows that partnerships are important to their organizations. Building strong partnerships should be a key component of any strategy to ensure success. What is your organization doing to build key partnerships?
• Addressing Challenging Employees – Part 1
  Posted: 6/12/2006
  
  Challenging employees tend to be either outwardly challenging or more discreet in the way the challenge is presented. The outward challenging employees are typically easier to address since the behavior begins and remains out in the open. The more discr
• Addressing Challenging Employees – Part 2
  Posted: 6/26/2006
  
  We are in the process of looking at different types of challenging employees. In the last edition of the newsletter we examined the outward focused challenges in the workplace. This edition continues the discussion by addressing the inward focused chall
• Addressing Challenging Employees – Part 3
  Posted: 7/10/2006
  
  It is important to understand that all employees can be challenging at one time or another during their career. The question becomes: is the employee characterized by this behavior or is it simply a momentary lapse in their overall work style? It remains
• Addressing Challenging Employees – Part 4
  Posted: 7/24/2006
  
  Now that certain challenging types have been identified, and strategies for understanding the source of the problem discussed, let’s take a look at strategies that any manager or supervisor can use to help coach employees for success.
• Addressing Challenging Employees – Part 5
  Posted: 8/7/2006
  
  Continuing our series on Addressing Challenging Employees, in this edition we look at key things to consider after the interaction.
• Addressing Challenging Employees – Part 6
  Posted: 8/21/2006
  
  Many managers encounter one or more pitfalls when trying to address challenging behavior in their employees. Here are some of the pitfalls to be avoided in these circumstances:
• Addressing Challenging Employees – Part 7
  Posted: 9/4/2006
  
  Throughout this process of addressing challenging and unacceptable behavior of employees, it is important to remember that the key to every decision is to do what is best for company. Working with this as the foundation for all decisions and actions will
• Managing from a Positive Perspective
  Posted: 9/18/2006
  
  With the conclusion of our discussion of managing challenging employees, it seems appropriate to reinforce one overriding principle: managing from a positive perspective.
• Running A Successful Race - Introduction
  Posted: 10/2/2006
  
  There are many analogies that can be used to illustrate various concepts in business. The tactics involved in navigating the storms and currents in life can be depicted well through a good sailing story.
• Running a Successful Race - Lesson 1 - Count the Costs
  Posted: 10/16/2006
  
  A number of years ago, I had the opportunity to run a marathon while visiting New Zealand. During the preparation for, and the running of this race, I learned a number of lessons that apply both to life and to work. The lessons I learned have to do with t
• Running a Successful Race - Lesson 2 - Practice, Practice, Practice
  Posted: 11/1/2006
  
  A number of years ago, I had the opportunity to run a marathon while visiting New Zealand. During the preparation for, and the running of this race, I learned a number of lessons that apply both to life and to work. The lessons I learned have to do with t
• Running a Successful Race - Lesson 3 - When Things Get Tough, Speed Up!
  Posted: 11/13/2006
  
  A number of years ago, I had the opportunity to run a marathon while visiting New Zealand. During the preparation for, and the running of this race, I learned a number of lessons that apply both to life and to work. The lessons I learned have to do with t
• Running a Successful Race – Lesson 4 – Two Toughest Parts to Conquer
  Posted: 12/4/2006
  
  A number of years ago, I had the opportunity to run a marathon while visiting New Zealand. During the preparation for, and the running of this race, I learned a number of lessons that apply both to life and to work. The lessons I learned have to do with t
• Running a Successful Race – Lesson 5 – Continue On After Reaching the Goal
  Posted: 12/15/2006
  
  A number of years ago, I had the opportunity to run a marathon while visiting New Zealand. During the preparation for, and the running of this race, I learned a number of lessons that apply both to life and to work. The lessons I learned have to do with