Who is in charge of onboarding?
Who is in charge of onboarding?

Do not try to get line managers to focus on onboarding It is futile to try to get line managers to care about onboarding.  They do not think they have…

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Onboarding the Bus-Move on People with All Due Speed
Onboarding the Bus-Move on People with All Due Speed

Few question the wisdom of Jim Collins’ prescription to “get the right people on the bus, the right people in the right seats, and the wrong people off the bus.” …

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Team 100-Day Action Plans for the new year
Team 100-Day Action Plans for the new year

It’s not clear when onboarding stops and regular management begins.  Some would argue that it’s all about the first day, week, month, 90-days, 100-days, six months or longer.  Maybe. The…

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The Leadership Paradox II: Strategy v. Execution
The Leadership Paradox II: Strategy v. Execution

Leaders are expected to manage the details, and also understand the strategy. These opposing skills are difficult for many managers to master - most tend to lean one way or…

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The Leadership Paradox, I:  Managing Potential
The Leadership Paradox, I: Managing Potential

One of the many paradoxes of great leadership is the dialectic of developing people versus upgrading talent. Great leaders are able to do both, primarily by intuitively assessing potential. This…

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Improving Meetings
Improving Meetings

Let’s talk about Meetings. Why not? To paraphrase the great Samuel Clemens, “Everyone talks about meetings, but no one does anything about them.” Meetings are the stuff of life for…

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Managing the Toxic Team Member
Managing the Toxic Team Member

One of the comments I received after my last post was that I was waxing too philosophical.Guilty as charged, and I was unabashedly so. But I don't want this blog…

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Ensuring Intentions Lead to Results
Ensuring Intentions Lead to Results

Professor Harry Martin wrote in Monday's Wall Street Journal that there are several ways to improve on-the-job application of training and development programs. Writing an action plan, having objective performance…

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Leading Up and Out, Managing In and Down (Part  I)
Leading Up and Out, Managing In and Down (Part I)

Rick’s Experience One of my clients named Rick was brought into a finance organization that for all intents and purposes was broken.  The company had grown rapidly through both acquisition…

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