Unleashing the full capacity of your people

A Quick Cost/Benefit Analysis of Employee Training and Development

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees’ rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!”

What a colossal waste of time and money this mindset is!

Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:

  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Why would you sub-optimize this bright, new addition to your staff by leaving her to her own devices in your corporate jungle?

Let’s examine the core idea in Zig Ziglar’s quote above: Training is not a “nice to have” HR activity. It is the critical path to unlocking greater contribution from all the talented people you hire. Let’ see how this could work financially (you can take this to the CFO and he or she will understand it.) Step through a logical calculation of what a more active investment in training and development could mean for a typical newly hired middle manager.

  • Cost to hire mid-level manager: $130,000, including first-year salary of $100,000, benefits of $15,000 and another $15,000 in recruitment/onboarding costs
  • Annual investment in training to hone technical and leadership skills: $5,000
  • Benefit reaped by raising contribution from this employee 10%: $10,000 annually
  • Benefit reaped by retaining this employee two extra years: $15,000 (saved recruitment/onboarding costs)
  • Benefit gained by 10% improvement in productivity of his or her team: $7,500 per employee (because your investment makes the manager a better leader) Assume four people: $30,000 annually
  • Annual benefit to bottom line:
  • Manager productivity: $10,000
  • Team Productivity:          $30,000
  • Savings through retention: $15,000
  • Total gain through improved contribution per employee: $55,000 every year!

That’s a nice return for an annual $5,000 investment in good, sustained leadership development.
(10x ROI, if you do the math.)

Why don’t more organizations aggressively training middle managers to be transformational leaders? The numbers seem to argue in favor of it, and it could become a great competitive advantage for those that do:

  • Get more contribution from managers, and those they lead.
  • Attract better candidates from outside, once this improved “employee brand” starts to circulate in the marketplace.
  • Keep talented people from leaving, as they are more emotionally engaged in their work.

A 10x return on investment seems to make development of your human assets a priority worth fighting for!

Do you need more ammunition to sell the value of sustained employee training and development? Call us for more data to support your pitch to senior management to make human development a high budget priority.

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“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The ROI of Team Engagement – How to Measure?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How Well Do You Grow Future Leaders?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Challenge Negative Mindsets When Pursuing New Ideas

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

A Fresh Start on Performance Reviews: Alere Sets a Great Example

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Generation Xers are Today’s Leaders – Invest in Them

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How Can Your Words Build or Break Trust With Co-Workers?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The Lemonade of Employee Turnover

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement is a Two-Way Street

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

You Will Not Engage Every Employee – Nor Should You

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Make August Your Personal Rejuvenation Month

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The Unbiased Opinion is a Myth. Discard It.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

When Motivating Employees, Do Words Get In the Way?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How to Sell Senior Executives on the Value of Talent Development

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Temporary Project Teams Need Scaffolding to Work Well

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

To Manage or To Lead – That is the Question

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Break Conversational Habits to Break Out of Ruts

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Schedule that “Thirdly Review”!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Make Spring Fever a Productive Force at Work

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Change Happens Inside Out – Driven By Middle Managers

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How Quickly Does Your Culture Sub-Optimize New Talent?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How Do You Fix a Jerk at Work?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Tips for Kicking Off 2015

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement Must Address Professional and Personal Performance Factors

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Happy Holidays from Bovo-Tighe!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

2014 is Done – Time to Kick-Start January

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Happy Thanksgiving from Bovo-Tighe

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Defend Human Development Investments Strategically

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Be Great to Work With

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leaders Must Still Manage. You Don’t Get Off That Hook!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

It Takes Time to Change Employee Habits – And Lots of Support.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Recognition – Easy to Say, Hard (it seems) to Do

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Misguided Advice from Monster about Aspiring to a Leadership Role

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Master the Art of Questioning (and Listening) to Better Raise Productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Kick-Start Your Team’s Productivity Push for Autumn

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leaders Master the Art of Questioning to Raise Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Asking Silly Questions Makes You Smarter

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement is Personal, So Personalize Your Approach

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Take Steps to Run Better Meetings – Walk While You Talk

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement is Really Simple – But Does Take Energy and Focus

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Great Leaders See Themselves as Others See Them – And Engage Better

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Reset Your Leadership Mindset for the Next Six Months

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Great Leaders Make Life Better for Their Followers

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Defend No Process – Defend the Mission Against Old Processes

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How to Maintain Workplace Productivity During the Summer Vacation Season

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

A More Productive Mindset for Work in Six Steps

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Honor the Last Full Measure of Devotion on Memorial Day

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

As a leader, you will get angry – How you handle that anger is critical to team productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Middle Managers Can All Lead – If You Show Them How

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Never Assume: Pursuit of Truth Makes Decision-Making Better

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The Last Mile of Employee Engagement is the Hardest to Travel

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

We Love the Energizing Month of May

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Transformational Leadership Skill Spring Shape-Up

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Toyota Agrees: Machines Don’t Innovate – People Do.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Development Gaps Expose a Lack of Strategic Commitment

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

“Overnight” Organizational Change Takes Great Long-Term Leadership

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Does Your Online Presence Promote You?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leaders Don’t Pick Winners: Develop All of Your Team Members

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

May the Wind be at Your Back this St. Patrick’s Day

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Lessons for the Ides of March

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Our Foundations of Excellence Refresher

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Great Conversations Build Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

i4cp Research Isolates Six Key Employee Engagement Factors

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Tap Untapped Talent You Have Already Hired

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Each Great Leader is Unique, But They All Engage

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Annual Performance Reviews Should be the Icing not the Cake

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Resources We Rely On for New Ideas about Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Machines Don’t Innovate: People Do.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Hide From Your Manager to Get More Done!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Quotes to Get Your Mind Set for February

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Development Does Not Have to Cost an Arm and a Leg

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Why Does Leadership Development Fail to Create Great Leaders?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

New Year Resolution: Make a Habit of Your Productive Mindset

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Lessons from Scrooge and the Grinch

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Merry Christmas from Bovo-Tighe

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Lean Manufacturing Demands Fully Engaged Employees

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Happy Thanksgiving from Bovo-Tighe

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Flexible Job Schedules Can Win Employee Loyalty

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement a Strategic HR Imperative for 2014

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Maintaining Work-Life Balance During the Holidays

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Remember Veterans on Veterans Day with a Heartfelt Thank You

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Happy Halloween from Bovo-Tighe!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How Pessimists Keep Optimists in the Black

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Gallup Employee Engagement Results Not Budging

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Stop Being Nice at Work? Not So Fast!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Three Leadership Tasks That Unleash Team Productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

What Prevents Teamwork From Adding Value?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How Can You Make a Vacation From Work Truly Stress-Free?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Have Employees Track Their Own Successes to Raise Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Participates in 2013 CLO Forum

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Labor Day in the U.S.: A Connection to Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Great Employee Engagement Starts by Asking a Lot of Questions

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Inspiration for a Hot Day in August

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

More Thoughts on the Great Value of Middle Management Leadership Training

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Working from Home Does Raise Employee Engagement, if Done the Right Way

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Define leadership more broadly. Anyone can lead, at any level.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Engaged Employees Accumulate Business Acumen

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Build a Corporate Culture that Embraces Change

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Happy Independence Day

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

CEOs Must Foster Culture Based on People – Not Process

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Gallup Confirms the American Worker Remains Unengaged

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Is it possible to be overworked and underutilized?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Create Great Leaders in Your Organization

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Retain Talent by Fostering Professional and Personal Growth

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Starts with Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Take the Time to Say Thank You to Those Who Died Defending Us

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

When Should You Micromanage Employees?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership in Public Management

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Time to Rehire Yourself?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Of Lollipops and Leadership

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Why We Love May at Bovo-Tighe

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Are Millennials Really Different About Job-Hopping?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe and Harvard Business School Are On the Same Page

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Lessons on Leadership from Britain’s Royal Navy

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Raise the Meaning Quotient for Employees to Raise Productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employees Can Only Manage Their Time if the Organization Lets Them

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Goal Alignment Takes Work and Communication that Counts

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Our Philosophy about the Pursuit of Truth Includes Your Health

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Three Key Drivers of Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

March Madness is a Leadership Moment

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

May the road rise to meet you on this St. Patrick’s Day.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Tales from Top People – Courtesy of LinkedIn

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Marissa Mayer Should Focus on Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Accelerative Learning Article Now Posted on eZineArticles.com

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Drop Your Information Filters to Boost Engagement with Fellow Employees

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

More Thoughts on How to Engage Employees

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Quotes that make you think – Are you open to the truths you need to hear?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Passion at Work: Nurturing it Starts the First Day of Employment

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Summer Thoughts on the Pursuit of Truth

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Stop Hating Meetings: Fix Them Yourself!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

101 Steps Towards Better Leadership

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Transformational vs. Transactional Leadership: A Worthy Distinction

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The Cure for Bad Meetings: Pay Attention and Contribute!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Caring for Your Employees Unlocks Great Productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership: Its Trappings Lead Good People Astray

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Information Underload: Bad for Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Zen and the Pursuit of Truth at Work

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Client News: Shell Sets Record for Deepest Oil and Gas Well

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Client Newsletter – November 2011

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Dumb Things Bosses Do

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Dumb Things Bosses Do

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Client Newsletter October 2011

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Steve Jobs: A Born Visionary Who Learned to be a Leader

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Power Breeds Overconfidence in Leaders

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Do You Know All the Facets of Employee Engagement?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Coaching for Senior Executives Must Come Up From Subordinates

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe’s September Client Newsletter – 2011

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Client Newsletter – Summer 2011

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Presenting at the National Property Management Association Annual Education Seminar

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe connects with the HR community at the HR Star Conference

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Book Review: How to be Happy, Dammit!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Client Newsletter June 2011

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

One-Foot-Out-the-Door Disease is Bad for Productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How best to make leadership training truly work? Never stop!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Leadership: It all starts with you

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe Newsletter May 2011

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe at the Offshore Technology Conference

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Irrational Decision-Making: Embrace the Human Factor!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Performance Management Needs to Recover its Mojo

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe’s March 2011 Client Newsletter

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

The Bombardier Case Study: Successful Commitment to Employee Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Talent Management: All agree we need it. Few act on it.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Influence Competence: Effective Employee Engagement Skills Under a New Name

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Talent Management: How It Helps With Crisis Management

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement: Have you thought about ice cream?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Tasked with Corporate Training? Seek Outside Help

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe explores Kazakh Psychologies of Achievement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Corporate Cultures: Bottom-up change is best.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Are people truly your company’s best asset? Can you prove it?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Compensation Plans vs Employee Emotion

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Pay-For-Performance versus Full Engagement

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

On Leadership: Would you work for yourself?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Employee Engagement is simply the Foundation for Excellence

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Why doesn’t employee training work better?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Change Management: The entire organization needs to participate

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Fostering Innovation: HR Must Lead the Way

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

About that left brain-right brain split: It doesn’t happen.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

With Leadership Development: Are We Smarter that Fifth-Graders?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe’s January 2011 Client Newsletter

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Bovo-Tighe December Newsletter

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Change employee behavior by changing their bad habits.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Be the first on your block to re-engage your employees.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Performance Reviews done well require great communication.

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

No One Was Ever Motivated by a Meeting

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

No One Ever Improved by Having Their “Performance Reviewed Annually”

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Meetings That Rock!

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Corporate Mission Statements die on Plaques

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

Inhibit Intellectual Growth and Innovation in Your Company

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

How to incorrectly use ‘Management By Objectives’

“What’s worse than training your workers and losing them? Not training and keeping them.

~Zig Ziglar

Bovo-Slider-SustainableWe have written before (see this article, for instance) about how organizations sub-optimize their employees' rate of contribution. One reason you lose employee productivity springs from the idea that every employee intrinsically understands how to do his or her job, or is smart enough to figure it out fairly quickly. “On the job training” ends up meaning “figure it out yourself – take initiative!” What a colossal waste of time and money this mindset is! Granted: Most people are bright and interested enough to understand their new job, and can figure out what it takes to succeed in the position. But the organization wants a sharply sloped learning curve, and seeks new hires that quickly start to contribute. Companies that want “quick learning curves” but also adopt the “figure your job out on your own” mindset have imperatives that are sharply opposed to each other:
  • New hires left to their own devices after a brief onboarding period take longer to get up the learning curve, and will make more mistakes that could interfere with the productivity of their entire team, and other teams.
  • New hires that are not actively engaged in corporate culture might learn the darker sides of it first (unhappy folks are quick to share their perspectives), reducing the new person’s overall engagement, and delaying that fast start.

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