- Inside Networking: How and Why to Build a Network Inside Your Organization
- Diversity in Counsel … Unity in Command
- Play Hard. Play Fair. Nobody Hurt. Simple rules for great meetings and teams
- Mentors are everywhere, you just need to know what to look for
- Have we been looking at ‘cultural fit’ all wrong?
- Continuous Improvement – It’s For More Than Just Processes
- What is Culture Anyway?
- Are You High Potential?
- How To Create A Stronger LinkedIn Profile
- Why You Should Keep Your LinkedIn Profile Up To Date
- How To Take Stock And Plan For A Breakout Quarter
- Examining the myth: Do extraverts make better networkers?
- Lessons from the Roller Rink
- The Evolution of a (Hiring) Decision
- A Quick Guide to Informational Interviews
- 5 Questions To Ask Your Boss
- Do your employees dread Monday mornings? How to get your team to look forward to the work week.
- Where Do You Think? The Surprising Difference Between Introverts & Extroverts
- Got a Job Offer? Your Start Date May Be Earlier Than You Think
- Good Boss / Bad Boss
- The Difference Between a Coach and a Mentor
- Four Questions For Your Direct Reports
Category Archives: Spotlight
Treat yourself to a 10 minute self-improvement splurge today and go watch Casey Brown’s insightful TED Talk on getting paid what you are worth. Casey’s tagline is worth having embossed on a poster:
No one will ever pay you what you’re worth. They’ll only ever pay you what they think you’re worth. And you control their thinking.
I was recently featured as a guest blogger on the AICPA website.
I used to be afraid of networking. As an avowed introvert with a moderate case of shyness, too often I would pass up opportunities to meet and connect with people. Much later in life I would discover that networking was an acquired skill and was well within my reach. I let go of my fear of rejection when I realized that networking was not about me, but was about building relationships and finding ways to be helpful to others. I can do that. You can too.
Read the entire article at the AICPA Insights Blog
North Carolina loves basketball. Last week Dean Smith — one of University of North Carolina’s coaching legends — passed away. There are many reasons why his legend lives on beyond his coaching days of the 60’s and 70’s but the …
Those organizations that will be winners in the marketplace will be the ones that leverage all of the talent of all of their employees, all of the time. — Herb Johnson, Chief Diversity Officer, Michelin North America
Take a moment to think about all of the change that has taken place since you were born. Not just the technological change (from computers the size of small cars to exponentially more powerful devices weighing mere ounces), but also the social, scientific, and cultural progress that has occurred in the last several decades.
Now consider the Acheulean hand axe. The always-excellent podcast, 99% Invisible, released an insightful show this week looking at this primitive stone tool.
Knowledge is an important element of productivity. If follows that the acquisition of knowledge is equally important to your long-term success. But how do you learn? And how do you find time?
A new research paper called Learning By Thinking: How Reflection Aids Performance offers some keen insights. Basically, there are two types of learning: learn by doing (‘experience’), and learn by thinking (‘reflection’). Based on the UNC and Harvard professor’s research, it turns out that the most powerful way to learn is a combination of both.
The authors define ‘reflection’ as an intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience. Reflecting on what has been learned makes experience more productive.
In typical entrepreneurial circles — business schools, incubators, venture capital firms — nascent company leaders are relentlessly challenged with two questions:
- What is your idea or product?
- Who is your market?
While these questions are important, they fail to paint the whole picture. No product makes it to market as originally conceived. Further, no company survives for very long with one product. This means that, even during the earliest days of a company’s existence, there is something more fundamental to a startup’s success than the product idea.
For companies that survive, there is a current stirring just below the surface while ideas are becoming products and products are coming to market.
Jennifer Kahnweiler was recently interviewed by the American Management Association.
I am often asked why we are hearing so much about introverts. “They are everywhere”, someone told me recently. No, they have always been everywhere but now you are noticing their existence…
I call it the “rise of the introverts”. Part of it is the influence of the new wave of leadership where people are not command and control anymore. There’s more research coming out that says that people who are more humble, quiet and calm tend to get more results without a lot of noise, with those loud rattling of the sabers.
We have a tendency to think that past performance is an indicator of future results. And yet, we know this isn’t true in other realms. The financial industry warns us with every earnings call and SEC filing that past performance is not an indicator of future results. However, in building our organizations and in leading others we make exactly this mistake.
We can use Matthew McConaughey’s career as a lens to explore how someone’s potential might be hiding in plain sight. McConaughey had some early career success and seemed to be coasting on a wave of celebrity. He was popular, no doubt, but deemed only a mediocre talent by most critics.
In 2009 – 2010 McConaughey deliberately took a break from acting. Since his return to the screen he has taken on meatier and more challenging roles…
Peter Block is a veteran in the world of leadership organizational change. His book, Flawless Consulting, is in it’s third edition and, rightly so. The subtitle says it all: A Guide to Getting Your Expertise Used.
In a recent blog post and short video clip he explains how change agents don’t change people. People change themselves. In his own words…
I don’t like the term ‘change agent’ … because usually ‘change’ means someone else. And, so, ‘change agent’ to me is too arrogant, as if I’m here to change them. I’m not. People change their own selves. I am here to change the narrative, I am here to change the conversation.