The people part of business operations.

And the Surveys Go On

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In the past week I’ve experienced a notable increase in people asking my opinion. That’s good news for a consultant who considers opinion-giving the coinage of her realm. But clients didn’t ask; businesses did.

As I checked out of the FedEx store where I’d bought envelopes, the nice clerk handed me a receipt and said, “Please take a few minutes to fell out the survey on the receipt. It will help me personally.” She seemed pleasant enough but not enough for me to have a vested interested in helping her. I just wanted envelopes.

Power Profitability with a Starburst Approach to Talent Development

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the ceo magazine, employee management
Don Maruska and Jay Perry

Did you know that 30 to 40 percent of talent lies untapped in even high performing organizations? Imagine the profitable results you would enjoy if your business could access that talent without spending a lot of money to do it.  

You can tap this wellspring of riches once you pursue talent development not as a mechanistic process from the top down, but rather as a sunburst radiating from the individual out. 

Beating the “GM Nod”

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the ceo magazine, leadership
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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