The results are in. We posed a series of poll questions to the LinkedIn community, trying to take the pulse of end-of-year priorities and productivity, and the answers revealed a range of approaches.
Few tasks test the skills and qualities of a leader as thoroughly as change. Leaders need to not only understand how their role can influence their organization’s change management plan, but also what they can do to successfully shepherd their teams and employees through it.
One of the secrets of today’s most agile organizations: Instead of spending time preparing for what they think might happen, they put their energy toward anticipating and managing change of any kind.
Great leaders aren’t born – they’re developed and molded. It takes a good deal of training, trial and error, and some well-earned experience (not to mention a willingness to continually learn).
Employees who report to effective managers are over 15 times more likely to be high performers. They’re also more than three times more likely to stay at their job.
What does it take to be an effective manager? It’s a question many in the management field have been asking, with increasing urgency, over the past few years.
What is a good leader actually doing that makes them so effective? Although good leadership is certainly a talent, it can still be taught and developed.
We defined the talent optimization discipline in 2018. Since then, the concept has evolved to serve as a revolutionary link between business and people practices.
We’ve got a real issue on our hands. Understanding the factors driving the human energy crisis is essential to helping our employees recharge.
Increasing productivity doesn’t have to cost a lot. It can be as simple as shifting a mindset, or providing the proper motivation.
In my work with executive and strategic HR teams, I try my best to reinforce a simple truth: Top talent always has a choice.
As an HR professional, your best defense is a good offense. If you can anticipate the reasons you might have a proposal denied, you can more readily dispel misconceptions.
Nobody approached this “return to office” request with a sense of obligation. We were here to connect with colleagues, sure, but also to compete.
