Executive Coaching to Avoid Bad Leadership Decisions
by Dr. Maynard Brusman - Aug, 2010
A growing body of research reveals that our behavior and decisions are influenced by an array of strong psychological undercurrents, all of which are more powerful and pervasive than we realize. Like streams, they converge to become even more powerful. By charting these undercurrents and their unanticipated effects, we can identify our faulty thinking that lead us to make irrational decisions. Despite a great need for them,...
Recruiting Passive Candidates-Networking With LinkedIn for Great Referrals
by Lou Adler - Jul, 2010
I’ve just written a recent companion piece on ERE (July 30, 2010) on my top ten favorite networking techniques for recruiting passive candidates. There were actually more than 20, but here are the next five. Caution: there are two prerequisites when using any of these techniques. First, you must get the candidate to agree to enter into an exploratory career discussion as a condition for beginning the conversation. Second, with...
A “Survivor” in the Corporate Jungle of Meetings
by Suzanne Bates - Jul, 2010
I used to be a devotee of the CBS show “Survivor.” It’s fascinating the way that human beings adapt and live through horrible, if contrived circumstances. In the corporate world, the equivalent of Survivor is the dreaded business meeting. You don’t have to be wearing a loin cloth and eating worms to feel like a contestant. Running from meeting to meeting, you must learn to outwit, outlast and outplay. Like travelers in a ...
It’s Scandalous! Leaders Who Don’t Lead - Taking Issue
by Dawn Lennon - Jul, 2010
Why does this happen? Career-minded people knock themselves out to achieve positions of leadership. But when they get there, they don’t lead or just get it very wrong. That’s the scandal! We expect our leaders to lead, not just sit in their offices waiting to be addressed as Your Leadness! Leadership isn’t a crown. There’s a big allure about “position power.” Why? Because it comes with more money, a better parking sp...
How to Recruit Passive Candidates
by Lou Adler - Jun, 2010
We’re now working on a major survey with LinkedIn on determining the percent of their 70mm+ network that is active, passive, or somewhere in-between. Recent data from the Recruiting Leadership Council1 indicates that for a broad sample of the U.S. workforce, 15-20% are very active and around 20% passive, with the remaining 60% showing a mix of passive and active behaviors. Our internal research would indicate that higher qu...
Instant Gratification: For Leaders Who Want Results
by Suzanne Bates - Jun, 2010
Rome wasn’t built in a day, but imagine if those Romans had had the internet. They would have loved it. Log into Monster.com and hire the team; order supplies and get overnight delivery from Lowes; Google winning city architectual plans and then go to Amazon to choose business best - sellers on project management. Way cool. Yes, it is incredibly comforting to know that many of our needs can be met in an instant. I’ve ju...
Should the Recruiting Department Be Charged with Financial Malfeasance?
by Lou Adler - May, 2010
Earlier this year I presented a financial model that demonstrated that on average, hiring a C+ person instead of a B+ person costs a company somewhere between 50 and 100% of the person’s annual compensation. This becomes a huge waste of resources if you do this more than once. For example, if you’re hiring just one $60,000 C+ person instead of a B+ person, the net loss is $30,000-60,000 per year. If you’re hiring 1,000 peop...
The Seven Secrets of Passive Candidate Recruiting
by Lou Adler - May, 2010
Between 1978 and 2002, I personally made 457 placements. These represented a combination of retained and contingency searches ranging from professional staff to general management. In addition, I was actively involved in another 283 search assignments where I either got the retained assignment, or had my candidates as finalists. In total, about 60 percent of these were true passive candidates. The others were hot tiptoers who ...
Moving Your Team From Activities to Actions
by Gary Cohen - Apr, 2010
Do you lead your team toward activities or actions? You might think “activities” and “actions” are more-or-less synonyms. When you begin to understand the defining difference, you will never look at the words in the same way again. “Activities” are those everyday behaviors that you do, the mundane, no-change, no-gap-closing initiatives. Activities are like merry-go-rounds; you’re constantly moving, but making no forward ...
Letting Go of RIF-ed Off Rage: Survival Stages & Strategies for Soon-to-Be Terminated Employees
by Mark Gorkin - Apr, 2010
One way I know that the economy is still in trouble is by speaking topic requests: a) recently I wrote about an after-dinner presentation on “Letting Go” for a career transition support group; to be tactful, many folks were “in between” jobs and b) two weeks ago I led a program on managing stress for county government employees who, due to budget cuts, have either been notified of a specific future termination date or know th...
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