Next! Posts


Adversarial relationships dominate the interview process. It begins with the odds being uneven. There is the minority position of the solitary candidate pitted...
Most prominent professional and motivational speakers do not use warm-up introducers to prepare the audience. Rather, they employ research teams. The research team’s task is to serve as advance scouts to size up the audience--to learn what...
At a time when employment is chancy and occasional--when the nature of work is often belittling and unfulfilling—when going to work each day is for many fearful and anxious—we have hanging over us employee termination policies wh...
In the last edition of Next!, we discussed how orientation blunders of new hires may jeopardize retention. On-boarding...
5 On-Boarding Blunders to Avoid
Published: 2013-02-04
Orientation of new hires may jeopardize retention. Here is a quick list of five orientation blunders: 1. Intimidate Them: "We are distributing a policy b...
In the last month alone, I have been invited to attend four webinars on collaborative and social learning. At the same time, articles have exhorted me to embrace blogging and twittering, lest I lose the opportunity to engage my obviously already e...
Obstacles to Diversity as Talent
Published: 2012-07-30
We may have sold diversity short, especially as a version of talent. Largely responsible for that is its somewhat coercive origins, the appearance of favoritism, and the various personnel dislocations that followed in its wake. But a case can be...
Performance review and coaching seem joined at the hip. Both are critical but burdensome, promise much but do not deliver enough, share the same problems but not the same solutions. Indeed, it may be helpful to pause at this point and parallel t...
Mechanisms and Neutral Leadership
Published: 2012-04-23
A new CEO brought his coach with him to his new job. A good thing, too—the first week involved a steep learning curve and the inevitable prospect of mine fields...
Companies use various means to create and stir the workforce to be engaged, productive and happy. Left alone or to their own devises, the administrative assumption is that they would just drift, be undirected, and lack purpose. So clearly, int...
It is required to identify a unique source of direction and to search for developmental options which are incremental—that stretch existing managerial levels and roles beyond current limits and even job descriptions—but which also br...
One of the unintended consequences of virtually all leadership development programs is discontent. Conceived as a journey only to the top, when it falls short—as numerically it has to—many are unhappily left behind. Their now less-th...
Typically, at the end of a satisfactory job interview, the topic of promotion comes up. Sometimes it is folded into that perennial question: "Where do you see yourself in three to five years from now?" The subject is always raised because it se...
Recently, one of the CEOs I coach brought me up short, asking: "Do we ever urge professionals and workers to talk to themselves? Is it in fact teachable, trainable? Could you help me be good with such self-conversations?" I was p...
We had such great expectations of the new CEO— the fit seemed perfect—all agreed the choice was right. But then matters suddenly turned sour. Deeply disappointed, we are not sure what to do next? Hang on a little longer to see if t...
In the last edition of Next!, we discussed why leadership self-talk is important for personal development and outlined a simple procedure to follow. Below is application of self-coaching in the daunting task of launching an innovation initia...
There is a substantial tradition and growing literature associated with self-healing. Various cognitive therapists have developed different systems to structure therapeutic self-analysis. Those who have maintained a practice and clientele over t...
They Are Better than We Are!
Published: 2011-08-29
A new phenomenon: candidates are often superior to those hiring them. It is embarrassing, even demoralizing. Applicants who are smarter, savier, more credentialed, possess a wider range of work experience, etc. Wow—no...

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