Your Value Proposition is Critical for Job-Finding Success by Mark Hovind Poke your head in a decision-maker’s door and watch what happens next. He or she will look up from the desk and ask:
What do you want?
What good are you ... exactly?
What makes you so special?
Why should you get the big bucks?
Why should I waste my valuable time talki
The People's Executive by Teena Rose What you don't know about your resume, cover letter, and personal branding strategies are affecting the outcome of your job search … and career. Put a top resume writing firm and leading career strategist in your corner for a shorter and smoother job sea
Creating a QBQ! Culture by John G. Miller I've been in the training industry since 1986 and have heard many discussions about organizational "culture" — and lots of definitions of what it is:
"The way we do things." "Shared values." "Accepted norms of behavior." "How we talk to and treat each other."
I don't know what the ...
The 20 Annoying Workplace Habits You Need to Break Now by Marshall Goldsmith Winning too much: The need to win at all costs and in all situations -- when it matters, when it doesn’t, and when it’s totally beside the point.
Adding too much value: The overwhelming desire to add our two cents to every discussion.
Passing judgment: Th
Mindset – The Key to Executive Success by Dr. Maynard Brusman Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation.
Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagna...
Executive Engagement: Managing Energy With Stories by Dr. Maynard Brusman “To be fully engaged in our lives, we must be physically energized, emotionally connected, mentally focused, and spiritually aligned with a purpose beyond our immediate self-interest.” — Jim Loehr and Tony Schwartz, The Power of Full Engagement (2003)
Most of us respond to workplace
The Costs of Ego by Dr. Maynard Brusman “Ego is the invisible line item on every company’s profit and loss statement.” —David Marcum and Steven Smith in egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability), Fireside, 2007
Fifty-three percent of businesspeople estimate ego costs their company 6 to
Ask Positive Questions to Find Your Group’s Strength and Provoke Positive Change by Beverly Jones Management guru Peter Drucker wrote repeatedly that a manager's task is to make the strengths of people effective and their weakness irrelevant. When employees’ strengths are understood and well aligned, he said, weaknesses won’t matter so much.
Research demonstrates that on this point...
If You Keep Doing What You've Been Doing You'll Keep Getting What You've Been Getting by Eva Jenkins Trust is a key factor needed for effective leadership. The problem today is you can’t tell or even expect people to trust you. . .you must prove it first.
In God we trust, but all others bring data -
High performance work environments require a deep respect and trust in p
Core Sections of a Distinctive Executive Resume by Abby Locke If you are in the middle of a job search campaign or know that change is around the corner, your executive resume is going to be the primary tool you use to open doors for interviews. Before you start blasting your resume to everyone who will read it or begin calling every recruiter you kn...
Delegation - Why We Should But Why We Don't by Andy Masters Most of us are aware of the positives from delegating—we’ve heard them before. In theory, it’s a great concept: “Get other people to do your work for you…Awesome!” We also know that, theoretically, we can get more done in less time if we delegate properly. The results of not delegating inc...
Is a Management Career Right for You? by Mary Gormandy White Are you thinking about moving into management with your company? Before you ask your boss for the promotion, it’s a good idea to spend some time thinking about whether or not you are management material. The fact that you are an outstanding employee does not mean that you will like being a...
Fearless Performance Evaluations by Judith Lindenberger Every staff meeting at the school followed the same course: Someone or something would set off a teacher I’ll call Mrs. Smith, and her tirade would begin. Other teachers would slump in their chairs, glancing down the table at the school head I’ll call Dr. Jones, to see if she could rein Mr...
Four Performance Appraisal Problems by Judith Lindenberger And how to handle them.
1. The C Student—whose performance is tolerable but really needs to be much better.
Before the meeting: Think through what the person is doing right as well as what you want to see improved. Then consider what you know about what motivates her—and i
Ignoring Sexual Harassment Just Got More Expensive: 5 Tips To Prevent Lawsuits by Judith Lindenberger My first job after graduate school was working for the federal government in the Office of Personnel Management (OPM). A few months into the job, a woman air traffic controller sued her boss and co-workers in the Federal Aviation Administration (FAA) for creating an offensive, intimidating...
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The mission of the 21st Century Workforce Office is to ensure that all American workers have as fulfilling and financially rewarding a career as they aspire to have and to make sure that no worker gets left behind in the limitless potential of the dynamic, global economy of this new millennium.
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