the ceo magazine, team management,
Larry Solomon, CEO, Solomon People Solutions

During my tenure as executive vice president of human resources at Dr Pepper Snapple, I worked with CEO Larry Young who recognized the strategic importance of a strong partnership between executive leadership and human resources. The impact of this belief in the strategic importance of people is evident in our successful transformation from a subsidiary of Cadbury-Schweppes to the impressive publicly traded company it is today. Together, we were able to engage 20,000 employees in numerous countries and diverse cultures, align them behind the right priorities, and efficiently and effectively build skill-sets critical to company success.

By reducing the Employee Engagement challenge to surveys and project management when it is really more a matter of institutional soulcraft, you run the risk of taking unearned comfort in the illusion of rigor: “This must be valid. There are many numbers, and many of those numbers have several decimal places!” You also run a serious--and ironic--risk of causing them to dis-engage by treating people as resources or capital assets rather than as important contributors to the cause.


It happens every year. I start out with good intentions of making sure I have time for mid-year planning but things just seem to move too quickly and before I know it the year has passed and I have to scramble. This year I made a conscious effort to do a mid-year business check-up and change my approach.

When you a run a small business it is easy to be so involved in the day to day work that you simply don’t have the time to think. But if you break down your operation into a few “big buckets” then it makes the job easier. Here are a few thoughts.



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