#HR #RRHH Making love and making personal #branding #leadership

Finding great talent is hard, but what’s even more challenging is keeping the talent you have engaged so they will stay. Unless you continually reinvest in developing your employees with successful on-boarding and ongoing training—helping them reach their full potential—they may leave and you will find yourself back at square [...]

More companies are now embracing "agile" meetings and daily check-ins to make their teams more productive and efficient. The hard rule? Keep it under five minutes or be ready to be rudely cut off in front of your peers.

While some argue this laser approach to meetings won't get anything accomplished, The Wall Street Journal recently published a story that convincingly declares otherwise.

Time is too precious to waste in high-demand business settings. The old ritual of booking conference rooms and clogging calendars with 30 or 60-minutes of drudgery is being replaced by five-minute huddles where teams cut to the chase and make decisions on the spot.

Nearly 70 percent of CEOs now recognize culture as one of the greatest sources of competitive advantage. Whereas company processes, technology, and strategy can be copied, an organization's DNA cannot be reproduced.

With this realization, many organizations are turning to cultural change to fuel future growth and performance. Kaiser Associates, a business strategy and consulting firm, defines a high-performing culture as an organization that performs better than its peers in regards to business performance, innovation, employee productivity, and engagement, over a sustained period of time.

For now, let's focus on how companies can leverage performance management best practices to build a winning culture.

Help others while helping your career.

Game of Thrones has some applicable management lessons, even if you don't have the power of life or death.

You don't want to be the next United Airlines; instead, take steps to empower employees to behave better by modeling true leadership for them.

A business’ success is strongly dependant on its team. A weak, unmotivated team can slow the business down and prevent it from reaching its full potential. On the other hand, a unified motivated te…

There is renewed pressure on the importance of creative thinking and collaboration in the workplace.

Doing good is good business. In this world where the bottom line matters, hitting KPIs and meeting shareholders’ expectations trumps goodness, we’re always quick to dismiss this over-idealistic thought.

But this idealism when backed by strategy, culture building, passion and talent development can, in fact, benefit the corporate individual, the business and community. It can be the paradigm shift in what leads a business to flourish – transforming ordinary employees to committed outstanding leaders.

Angie Morgan is a Marine veteran and the coauthor, along with Courtney Lynch and Sean Lynch, of "Spark: How to Lead Yourself and Others to Greater Success.

The mismatch between leadership development as it exists and what leaders actually need is enormous and widening. What would work better?

Over the last 16 years I have carried out research into how leaders create change, and I’ve worked in the change leadership field for 25 years in multinational corporations. Over that time, I’ve come to appreciate four factors that lie at the heart of good, practical leadership development: making it experiential; influencing participants’ “being,” not just their “doing”; placing it into its wider, systemic context; and enrolling faculty who act less as experts and more as Sherpas.

A new study suggests misplaced fears hold too many introverts back from striving for the top.

Ask people "Do you have above average driving skills?" and 90 per cent will say yes. "Sense of humour?" You guessed it, 90 per cent.

Steer clear of these four disabling behaviors to effectively manage your team, no matter where you are in the world.

What appears to be the path forward leads only to headaches, and your team is depending on you to make the right call-15 leaders share big decisions.

Stop being so responsive. Instead, protect your time and energy for the things that matter most.

As a leader, your communication skills have the potential to leave a lasting impact on others--make sure that impact is a positive one.

Organizations have always needed leaders who are good at recognizing emerging challenges and inspiring organizational responses. That need is intensifying today as leaders confront, among other things, digitization, the surging power of data as a competitive weapon, and the ability of artificial intelligence to automate the workplace and enhance business performance. These technology-driven shifts create an imperative for most organizations to change, which in turn demands more and better leaders up and down the line.

Unfortunately, there is overwhelming evidence that the plethora of services, books, articles, seminars, conferences, and TED-like talks purporting to have the answers—a global industry estimated to be worth more than $50 billion—are delivering disappointing results. According to a recent Fortune survey, only 7 percent of CEOs believe their companies are building effective global leaders, and just 10 percent said that their leadership-development initiatives have a clear business impact. Our latest research has a similar message: only 11 percent of more than 500 executives we polled around the globe strongly agreed with the statement that their leadership-development interventions achieve and sustain the desired results.

In our survey, we asked executives to tell us about the circumstances in which their leadership-development programs were effective and when they were not. We found that much needs to happen for leadership development to work at scale, and there is no “silver bullet” that will singlehandedly make the difference between success and failure

Most leadership development programs focus on competencies but fail to view leaders as individuals.

A 125-year-old global logistics company created the ideal culture for continuous improvement -- and gave the rest of us a roadmap for success.