 Category :: Management Articles |
Author :: Lonnie Pacelli  |
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| Article Title :: We Found a Rock Star! Hiring the Best of the Best. |
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Colleagues, I feel your pain on this issue.
Scenario #1: You've got a critical position that needs to be
filled by a qualified candidate, and quick. For every day the
position doesn't get filled, your in-box fills up a bit more
with work to be done because your unfilled position hasn't been
staffed. You see tons of resumes and have interviewed scores of
candidates, but the rock star you're looking for isn't emerging.
You refuse to "settle" for a mediocre candidate, but the work is
piling up and you've got to do something.
Scenario #2: Three months ago you thought you had the perfect
candidate for a job and decided to hire him. You negotiate a
compensation package, relocate the candidate, (read full article) |
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| Category :: Management Articles |
Author :: Lonnie Pacelli |
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| Article Title :: Not Another Ice Breaker! Team Building with a Purpose. |
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"We just don't work as a team!" Janet, a group manager for a
large insurance company, was complaining to Larry, her human
resources consultant. "Everyone just seems to do their own
thing, they don't share information, don't try to help each
other, and don't seem to care about anyone else's problems. What
we need is a team building offsite!" Janet and Larry decided to
put together a two-day offsite for the team at a resort about
two hours away from work. Janet wanted immediate focus on the
problem so Larry worked double-time to put together the event to
be held later in the month. Larry put together an agenda full of
trust-building exercises, ice-breakers, and brainstorming
sessions on how t (read full article) |
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| Category :: Management Articles |
Author :: Lonnie Pacelli |
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| Article Title :: The Five Biggest Mistakes an HR Professional Can Make...From the
Client's Perspective |
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A number of years back I was in a meeting with two HR
representatives at my company. They were explaining to me how
the HR organization wanted to be more "strategic" with its
clients and how they wanted to help us with annual resource
planning. At the time, our biggest problem was filling open
positions with qualified candidates; a number of key positions
had been open for months with no qualified candidates in the
hiring pipeline. When I asked the HR reps about how they were
going to help with this problem, they both told me that they
didn't have time to address the hiring issues because they were
tasked with being more "strategic". Needless to say, the meeting
went downhill in a hurry bec (read full article) |
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| Category :: Management Articles |
Author :: Lonnie Pacelli |
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| Article Title :: Don't Let a Challenge Stall Your Business - Five Tips for
Staying on Track |
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Without challenges, your business would cease to exist. After
all, you began your business in response to a need and you
continue it for the same reason. However, just as your
customers' needs change over time, so do your business's. Your
competition improves, technology changes, and your employees
come and go. In order to stay in the game for the long haul, you
need to find new ways to satisfy your customers, improve the
efficiency of your processes, and maintain a healthy profit
margin. As you strive to accomplish your goals, you will
encounter challenges along the way. Sometimes the challenges are
numerous and you don't know where to start. All the problems
compete with each other and yo (read full article) |
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| Category :: Management Articles |
Author :: Lonnie Pacelli |
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| Article Title :: The Seven Deadly Sins of Management |
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Pride. Envy. Gluttony. Lust. Anger. Greed. Sloth. You either
recognize these as the seven deadly sins or as themes for
prime-time television. Nonetheless, you were probably taught as
a child that these are bad and you shouldn't do them. For
purposes of this article, do as you were taught and think bad
when you commit these similar sins in the workplace.
As leaders, we are continually being introduced to new
techniques and theories. Hammer & Champy's Business Process
Re-engineering Model, McKinsey's 7-S Framework, and Kenichi
Ohmae's 3C's Strategic Triangle are all examples of strategic
models designed to help leaders think about their business in
different and innovative ways. What sits o (read full article) |
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| Category :: Management Articles |
Author :: Lonnie Pacelli |
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| Article Title :: Five Simple Strategies for Unifying Project Teams |
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Do your project team members show confusion about who is
responsible for what aspects of the job? Do their conversations
and meetings usually end in heated personal attacks? Or do
individual members ever exhibit an "every person for themselves"
attitude and refuse to help their teammates? If you answered
"yes" to any of these questions, then you're not alone.
Sometimes, a team simply doesn't "gel."
Every experienced project manager has certainly experienced
challenges in getting their teams to behave like...well, teams.
But with organization and guidance you can help your project
teams accomplish more and eliminate many of the setbacks and
challenges that make teamwork so difficult. Consid (read full article) |
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| Category :: Management Articles |
Author :: Alan Fairweather |
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| Article Title :: A "Must Do" Tactic to Improve your Team Motivation Skills |
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Has this ever happened to you? You go to speak to your boss, or
a colleague, a friend or even someone in your family and you
feel they're not listening. How does that make you feel - not
very good I suspect.
When I bring this up in a team motivation seminar, some managers
start to feel a litle bit uncomfortable.
If you want to motivate and have a good relationship with the
people in your team, your customers, colleagues, friends and
family, then you need to be a good listener.
You need to look and sound like you're listening. When face to
face you need to look interested, nod your head and keep good
eye contact. Over the phone you need to make the occasional -
"Uh-Huh - I see."
I've se (read full article) |
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| Category :: Management Articles |
Author :: Mike Beitler |
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| Article Title :: Know Thyself: MBTI and DiSC |
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In my practice as an executive coach and consultant, I use both
the MBTI® and the DiSC®. I am often asked, "Which one is better?"
The question reveals a common misunderstanding about
psychological instruments. The fact is, there is no such thing
as "the best" psychological instrument. As consultants who use
psychological instruments our challenge is to choose the
"appropriate" psychological instrument.
As long as a psychological instrument has been subjected to
rigorous validity and reliability testing (the only type I will
use in practice) it probably has an appropriate use.
The Oracle of Delphi, centuries ago, recommended "Know thyself."
I would add, "Know others too!" Psychological (read full article) |
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| Category :: Management Articles |
Author :: Gary E. Cain |
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| Article Title :: Seeking Solutions |
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Problem Situations:
*Eliminate an unwanted situation *Obtain an improved situation
Types of Problems:
**People - the most difficult to solve **Equipment/Procedure -
Ex: The office computer network is frequently off-line.
**Financial - Worker productivity is too low in relation to the
wages paid.
Steps to Making Decisions:
1. Verify that a problem actually exists
2. Clearly and Accurately State the Problem Focus on the Main
Issue(s) Decide If and Which Person or Persons Are Involved
3. Gather the Facts
Note: There are sources to help you gather information. Some of
them are:
a. Brainstorming - using creative thinking to find ideas. b.
Group discussions with people affected by the (read full article) |
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| Category :: Management Articles |
Author :: Dr Deryck D. Pattron, Ph.D. |
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| Article Title :: Characteristics of a good leader |
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A good leader is one who faithfully and consistently shows the
following characteristics: 1. Leads by example. 2. Democratic
and cooperative. 3. Highly motivated and able to motivate
others. 4. Compassionate. 5. Good Communicator. 6. Treat all
employees with respect, fairness and equity. 7. Concerned about
the welfare of employees. 8. Encourages employee participation
with positive feedback. 9. Encourages employee participation in
company's policies, practices and procedures. 10. Goal
directed-results driven. 11. Demonstrates good ethical and moral
behavior. 12. Recognizes and rewards good ideas from colleagues.
13. Expects and encourages performance from colleagues. 14.
Follows through on (read full article) |
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