Relooking At Why You Should Never Make Or Take Job Counter Offers

Relooking At Why You Should Never Make Or Take Job Counter Offers

In my earlier article on this subject, I argued that job counter offers are lame attempts to correct past omissions and are almost never successful. Either people don’t take them or they do take them and end up leaving relatively quickly thereafter. Along the way,...

What To Do With People In The Wrong Roles

What To Do With People In The Wrong Roles

What you should do with people in the wrong roles depends. If they don’t have the motivation, fit or strengths required for your organization, move them out. If they do, move them over or up as appropriate. Recall The Only Six Viable Approaches To Talent Management —...

Relooking At Three Priorities In Ensuring A Smooth Merger Or Acquisition

Relooking At Three Priorities In Ensuring A Smooth Merger Or Acquisition

One of my early articles for this publication was about AMN’s CEO Susan Salka and Three Priorities in Ensuring a Smooth Merger or Acquisition. Those priorities were 1) early conversations with all, 2) a well-resourced integration management office and 3) staying close...

Relooking At Beyond 10,000 Hours: The Constant Pursuit Of Mastery

Relooking At Beyond 10,000 Hours: The Constant Pursuit Of Mastery

One of my early articles for this publication looked Beyond 10,000 Hours: The Constant Pursuit Of Mastery. The main point was about embracing your own unique talent, developing it into a strength, and devoting yourself to a cause. It’s worth relooking at and updating...

Relooking At The 5 Most Important Questions For BRAVE Leaders

Relooking At The 5 Most Important Questions For BRAVE Leaders

One of my early articles for this publication over a decade ago was The Five Most Important Questions for BRAVE Leaders. Originally designed as a way to look at culture, it’s also a framework for leadership, looking at five questions across the acronym – Behaviors,...