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.
Micromanagement fuels resentment and negativity—and who wants to work in an office like that? True leaders are constantly seeking to improve themselves, which means enhancing their self-awareness.
Perception bias influences how we perceive people based on their race, gender, age, and much more, and if left unchecked, it can lead us to make poor decisions based on stereotypes and assumptions.
Companies are playing perpetual catch-up when it comes to understanding not only who’s using AI tools, but the ramifications of how they’re using them.
Transformational leaders inspire their team by living their own ideals—the “do as I say, not as I do” managerial mantra has no place within the organizations and teams they lead.
