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Beating the “GM Nod”

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Guest Blogger |
Leadership - Management |
Mon, 06/30/2014 - 20:59

Lawrence Polsky and Antoine Gerschel, Managing Partners, PeopleNRG.com

People resist change. Among 1,300 professionals who responded to our 2012 Global Study, 81% reported they say yes to changes but do nothing. A recent glaring example of this is what has become known as the “GE nod.”

GM recently fired 15 people for just nodding yes and doing nothing for years as the company failed to deal with a major safety problem. It took the company 11 years to recall vehicles equipped with a defective ignition switch. One reason: there was “no demonstrated sense of urgency, right to the very end,” according to an internal investigation by former U.S. Attorney Anton Valukas.

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If All Productivity Improvements Must Come from Technology, What Are Managers For?

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Guest Blogger |
Management |
Wed, 06/25/2014 - 20:02

Edward G. Brown, Founder, Cohen Brown Management Group

“The Employee of the Month Has a Battery”

Wall Street Journal, January 29, 2014

CEOs and investors are right to worry when they see productivity gains from the digital revolution tailing off. But many seem to have a quaint faith that salvation comes from one source only, the one they agree is exhausted right now: digital innovation.

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A Holistic Approach To C-Suite Selection

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Guest Blogger |
Management |
Tue, 06/24/2014 - 01:12

Deborrah Himsel

To create a superbly-functioning C-team, CEOs need to keep their eyes on the whole rather than the individual parts. This is easy to do in theory but a challenge in practice, especially in a fast-moving, rapid-growth market.

Many times, the process of blending individuals into a high-functioning team is thwarted because of position need. A COO departs suddenly and the company has little bench strength in operations and a frantic search begins for a replacement; or a CFO is fired because the company is struggling financially, and the pressure is intense to find a new CFO who possesses a number of crucial (and sometimes, highly specialized) skills to avert a crisis.

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Four Tips for Creating a Philanthropic Culture

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Guest Blogger |
Management |
Fri, 06/13/2014 - 21:34

Mark Gregor, CEO of Velir

Job seekers and customers today are increasingly seeking organizations that embody a culture of giving back. Several recent studies have highlighted the benefits of corporate philanthropy - for example, a recent study by America’s Charities found that 68 percent of employers reported that their employees expect them to support volunteerism. Another study found that 81 percent of Millennials expect companies to make a public commitment to good corporate citizenship and that they remain loyal customers of companies that have built philanthropy into their business strategy. Similarly, job seekers are drawn to companies that enable them to do meaningful work and positively impact their communities. Corporate philanthropy has even been found to boost employee retention rates.

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CEO Trustworthiness: Your Essential Leadership Ingredient

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Dennis & Michelle Reina |
Leadership - Management |
Mon, 06/09/2014 - 23:42

Trust-building is often considered a “soft” component of management – one that can be delegated to an HR committee, trotted out during team-building activities, or shelved altogether in lieu of more “concrete” strategic initiatives. While it’s true that the trust people have in you is intangible, that doesn’t mean paying attention to it is optional. If you want to have a high functioning business – and become a high-functioning leader – you simply can’t afford to ignore one of the most basic drivers of human relationships and your leadership effectiveness.