by Triangle Performance Staff | Oct 30, 2007 | Kevin Berchelmann, Organizational Effectiveness
So, let’s talk about references. Recently, I heard an HR generalist ask about references. They wanted to know:
a) If they were limited to the references provided by a candidate,
b) What to do if they could not contact someone because the candidate wouldn’t give permission…, and
c) What good were references anyway since past managers and HR shops can’t give out any info??
Hang on to your seats, my answers may get rough… I’m just doing some free-wheeling here, so stay with me.
Managers/HR won’t give out information? Sure they can, and from my experience, usually do. I sometimes have great conversations, and make long-term acquaintances through these calls. I have friends today whom I met as I was speaking to them about a reference. Can’t shut them up sometimes.
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by Triangle Performance Staff | Oct 30, 2007 | Kevin Berchelmann, Organizational Effectiveness
First, that phrase for this post — “I’m just sayin’,” drives me nuts. I hate it. Now that I feel better for sharing…
A diversity consulting firm called The Novations Group, apparently surveyed a couple thousand managers, and concluded that senior managers were poor communicators. For this, they seem to want acclaim… (more…)
by Triangle Performance Staff | Sep 25, 2007 | Kevin Berchelmann, Organizational Effectiveness
Someone recently asked me to give them a general overview of incentives. Never-mind the cliff-notes request format, we simply over-complicate this stuff.
Understanding incentive compensation is simple, and is largely human nature:
1. That which is rewarded is repeated,
2. You don’t get what you want, hope for, manage to, or request — you get what you pay for (as a tenet of compensation, not necessarily a life philosophy), and
3. Simplicity wins.
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by D. Kevin Berchelmann | Sep 8, 2007 | Brazen Leader, Executive Improvement, Kevin Berchelmann, Organizational Effectiveness
That’s right, just say “no” to “yes…” “Yes men,” that is. And don’t give me any grief about my use of gender. “Yes men” come in all shapes, sizes, genders, and flavors. And are frequently disguised – quite well – as competent managers.
They aren’t.
During my first VP-level job (seems like a while ago…), I worked with a chief executive who made it quite clear to me: “If you and I always agree, then one of us is unnecessary, and I’m keeping my job!”
As it should be. As leaders, we need divergent thinkers around us to test and validate our ideas, plans, reasoning… our own thinking. What we don’t need is a gaggle of grown-up wannabe’s chiming “great idea, boss” like a parrot in a cage hoping to get a sunflower seed.
They give us momentary gratification (let’s face it, we do like it when we’re right), but longer term disaster.
Force your staff to think, to challenge you (wisely and professionally, of course) as you should be doing with them. Refuse to accept instant agreement without solid reasoning; ask for an explanation on “why” someone thinks you are right.
Then, sit back and listen…
by Triangle Performance Staff | Aug 30, 2007 | Kevin Berchelmann, Organizational Effectiveness
Our folks make mistakes.
I know, that’s heresy, but it’s still true. We make mistakes all the time, we can only assume that the people working for us do as well.
So, when they do make that mistake, what do we do? Whack ’em immediately? Beat ’em up about it? Public humiliation?
How about, “Complete unequivocal support.”
WHAT??? You say…?
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by Triangle Performance Staff | Aug 7, 2007 | Kevin Berchelmann, Organizational Effectiveness
Monster.com, the veritable cash-producing employment machine, is laying off about 15% of its workforce. Big deal, eh??
Actually, I believe there’s a teaching moment here…
That monster is laying off, in itself is little news; the part that drives me nuts:
1. Q2 sales increased 25%, almost $60M,
2. Share price is up almost 2%, and
3. Earnings are down almost 28%, caused by a 34% increase in operating costs, driven almost entirely by legal fees associated with their options-backdating investigation.
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