Thoughts on people, teams, organizations, communities, effectiveness and success
North Americans (OK, maybe just those of us who are Yankees) love simple solutions, especially to complex problems.
We want a pill to cure obesity (instead of a change in diet, lifestyle, better sleep, and appropriate physical activity) and student testing to cure educational ills (in lieu of better teacher training and development, better resourcing, smaller class size, and greater parental involvement).… Read the rest
David Brailer does not have a background that causes you automatically to pick him as most likely to succeed.
And that’s why his success story is interesting for me as an executive coach, and why it holds at least two insights helpful for you.
Brailer grew up in the coal mining town of Kingwood, West Virginia; his father was a coal miner and later a maintenance supervisor, and his mother a surgical nurse.… Read the rest
Talent Wars: The “A” PlayerHoax details an HR practice called “tograding.” The approach has some good advice (depthful, behaviorally focused interviews with well trained interviews) mixed with an often simplistic, and unproven application techniques.
Check out this tograding promotional blurb:
CEOs report that “picking the right people” is one of their most serious challenges.… Read the rest
Duke University men’s basketball coach Mike Krzyewski (pronounced /ʃəˈʃɛvski/shə-SHEV-ski) once noted after his Blue Devils got beat, “We lost, and that’s the main thing that went wrong.”
Hopefully you take have a little more introspection than the storied (and highly successful) Coach K. The fact of the matter is that losses – bumps in your smooth career road – are the types of things that likely boost your career downstream if two things happen: 1) the bumps mostly occur earlier in your career rather than later, and 2) you have the smarts to learn from them.… Read the rest
As sure as night follows day, a “bubble” envelops CEOs and other senior leaders once an organization starts to grow beyond 10 or 15 people. It’s the nature of having a leadership position, the number of people in an organization, and the fact that humans operate in certain predictable ways.
While it’s a bubble that can provide some needed buffer, it’s also a bubble that disables.… Read the rest
There are a number of reasons to avoid the temptation of a people management approach like “Tograding” – where its often simplistic application is to divide the world of your employees into “A,” “B,” and “C” players – and where the 65% of employees who are “C” players are released and managed out. (Fault me but when someone says an approach is “the silver bullet” I cringe.… Read the rest