As founding partner of Spector & Associates, Helen Spector is an organization development consultant, coach and facilitator. In this interview, she describes her work in helping organizations, communities, teams and individuals build their capacity over time. Jathan Janove: What do you mean by “capacity building?” Helen Spector: The capacity of an organization, community, person or […]
Monica Austen is an attorney who practiced discrimination law in Los Angeles. She also served as head of investigations for the Utah Antidiscrimination & Labor Division. Most recently, she worked for Kaiser Permanente as a manager of its EEO Investigators in Southern California and also conducted investigations. In this interview, she shares insights and experiences […]
Confounded by email? Tortured by your “to-do” list? Procrastinating on everything but procrastination? If so, I recommend reading 15 Secrets Successful People Know About Time Management by New York Times bestselling author Kevin Kruse. In relatively few pages, it contains many tips from highly successful organization leaders, athletes and other super-achievers.
Most boss-employee relationships are transactional, trading time for money: “Follow my orders and you’ll keep getting paid.” Or, “I put in my time/follow the rules and get my pay.” These relationships may “survive,” but they don’t “thrive.” Bosses are “managing,” but they’re not “leading.” That is a missed opportunity for both employees and employers …
Donald S. Prophete is a named partner in Constangy, Brooks, Smith & Prophete, LLP. He represents clients in complex and multi-plaintiff race employment discrimination cases and has handled many high-profile and high-damage cases in the sports, military contractor and retail industries. Read my interview with him …
Heather A. Owen is a partner in Constangy, Brooks, Smith & Prophete, LLP. She is board certified in labor and employment law in Florida and has counseled and successfully defended employers in all areas of employment law. She will be presenting at the HR Specialist Summit in Las Vegas in September. Read my interview with her …
Isaac E. Dixon, PhD., SPHR-SCP is the Associate Vice President for Human Resources at Portland State University. PSU is an institution of 27,000 students and 6,400 faculty, staff and student employees with six collective bargaining units. Isaac has also worked in the private sector for organizations such as NIKE, GE Capital and Providence Health and Services. Read my interview with him …
If I had a dollar for every time I’ve heard an executive complain about HR. Why the bad rap? Is it deserved? What’s more, how does HR change it? HR professionals can build positive relationships with the C-Suite and management by following these five steps.
Kevin Kruse is an Inc 500 entrepreneur and Best Place to Work winner. He is a New York Times bestselling author of six books, including Employee Engagement 2.0. His newest company, LEADx.org, offers leadership training and professional development to anyone, at any time, free of charge. Read my interview with him …
As an executive coach, I was working with Phil, director of finance for his company. He shared frustrations he was having with one of his staff accountants, Melinda. “She gets defensive so easily,” he said. “I have trouble speaking with her about performance issues.” I suggested we do a role play…
For much of her career, Marilyn Nagel has worked in both the diversity and learning & development fields. Formerly Chief Diversity Officer for Cisco Systems, Inc., she currently serves as co-founder and Chief Mission Officer for NQuotient, which helps women in business create and leverage networks to assist their career growth and development.
Tom Robertson, Ph.D. specializes in organization development and has worked on major projects throughout the world. The former Director of Engineering and Chief Scientist at Lockheed Martin, Tom now works with companies through his consulting firm Thinking Teams. Recently, I interviewed Tom on the topic of project leadership and alignment.
Charlotte Miller is a former state bar president, corporate general counsel, chief administrative officer and global chief human resource officer. In her career, she has been involved in planning and carrying out over 5,000 employee terminations. Yet not a single one has resulted in a lawsuit. Currently Senior Vice President of People & Great Work […]
When verbally attacked, how do you respond? Fight? – You return fire.Flight? – You retreat or grow quiet. You may answer, “It depends.” If it’s your boss, an important client or customer, or someone in a position of authority or importance, you might say “flight.” If it’s someone else, you might say, “fight.” There’s a better option than either fight or flight. It involves applying a verbal form of the Japanese martial art Aikido.
Have you had this experience? You need to choose a course of action. Yet you wrestle with whether to run it by your boss first. You think, “Maybe she’ll say ‘yes.’ But maybe she’ll say ‘no,’ which will frustrate me. Or maybe she’ll say … nothing. I’ll be left in limbo, which is even worse than ‘no.’”
In his book, Good to Great, Jim Collins shares research showing that the most effective leaders combine humility with strong personal will. I’ve been fortunate to know such a leader, Homer L. Deakins, Jr. When Deakins became Managing Partner (equivalent to CEO), Ogletree Deakins was a relatively small southeast law firm. Under his leadership, the firm created an entrepreneurial culture and expanded throughout the country. It has now grown to over 750 attorneys in 46 cities across North America and Europe. In our interview, Deakins discusses the importance of humility in effective leadership. Here are his principal observations.
Ravila Gupta is president of Umicore USA, a global materials technology company with 16 sites in North America. In my interview with her, Gupta describes how executive coaching has helped her grow as a leader.
If you’re serious about training your managers to increase employee engagement, what do you need to do? Jeff Bushardt is Senior Vice President of Human Resources, Comporium Communications, Inc. I worked with him on a project where training objectives included building trust, creating a shared vision, giving and receiving feedback, and improving accountability and employee engagement.
Josh Greenwald is Head of Organization Effectiveness for TIAA-CREF, a financial services company with $613 billion in assets under management. In a numbers-driven industry, TIAA-CREF has made employee engagement a fundamental priority. In an interview, Greenwald shares what companies can do if they’re serious about increasing employee engagement.
“Employee Engagement” is the management concept du jour. It follows in a long line—Management By Objective (MBO), Quality Circles, Total Quality Management (TQM), Kaizen, Hoshin kanri, to name a few. All focus on the question: “How do we get our employees to do what we need them to do?” Last week’s post connected employee engagement to business results. Here we focus on defining the term.