Unleashing the full capacity of your people

How Quickly Does Your Culture Sub-Optimize New Talent?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute?

Unengaged employee

It’s Day 91 of my career here. Where did my boss go?

Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators?

Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again?

All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization?

Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative?

Think about your onboarding process:

  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Big mistake. Day 91 is the day when energy starts to fade, motivation to seep away and disgruntlement to grow.

How may we help team CTAThere are lots of reasons people are left to their own devices. Perhaps your spotlight has shifted to a newer hire. Maybe you have been pulled back into meeting the needs of superiors, which always seem to get more attention than your own people and their needs (bosses take precedence, after all.) Perhaps you assume that bright, talented motivated people only need so much direction before they take the bull by the horns and manage their career without active help. (These self-starters are called “prized employees,” which may also be part of the problem; not least because they may start choosing their own direction, and have to be reigned in. Might this start them down the slope to disengagement?)

Whatever the reason, if you consider onboarding “done” at any point, you have just skipped out on your main job as a leader: Keep your people engaged, energetically productive and pointed in the right direction.

Here’s a better idea than benign neglect:

  • Keep onboarding “new” hires until the day they leave your employ.
  • Never stop nurturing their connections and greasing the wheels of their projects.
  • Always be seeking ways to win them more resources and obtain for them the recognition and rewards due them when they produce at a high level (however defined.)
  • Treat every employee this way, not just a favored few.

Our marketing guy had a boss years ago named Herb Sandler, CEO of World Savings (now part of Wells Fargo.) Herb was tough as nails on expenses and following policy and procedure, but completely ready to support initiative. His standard parting line with any employee with whom he had a meeting was “how can I help you get this done?” And he meant it: If you needed a connection to someone or his support with other departments, and your idea met his standards, you got what you needed.

All managers who aspire to be great leaders need to put the needs of their hard-working people first, and keeping the onboarding spirit and energy going with no expiration date!

 

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  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Four Leadership Tips to Make November More Productive

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

The ROI of Team Engagement – How to Measure?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

How Well Do You Grow Future Leaders?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Challenge Negative Mindsets When Pursuing New Ideas

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Generation Xers are Today’s Leaders – Invest in Them

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

The Lemonade of Employee Turnover

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Employee Engagement is a Two-Way Street

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

You Will Not Engage Every Employee – Nor Should You

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Make August Your Personal Rejuvenation Month

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

The Unbiased Opinion is a Myth. Discard It.

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

When Motivating Employees, Do Words Get In the Way?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

How to Sell Senior Executives on the Value of Talent Development

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Temporary Project Teams Need Scaffolding to Work Well

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

To Manage or To Lead – That is the Question

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Break Conversational Habits to Break Out of Ruts

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Schedule that “Thirdly Review”!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Make Spring Fever a Productive Force at Work

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Change Happens Inside Out – Driven By Middle Managers

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

How Do You Fix a Jerk at Work?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Tips for Kicking Off 2015

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Employee Engagement Must Address Professional and Personal Performance Factors

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Happy Holidays from Bovo-Tighe!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

2014 is Done – Time to Kick-Start January

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Happy Thanksgiving from Bovo-Tighe

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Defend Human Development Investments Strategically

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Be Great to Work With

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Misguided Advice from Monster about Aspiring to a Leadership Role

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Kick-Start Your Team’s Productivity Push for Autumn

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leaders Master the Art of Questioning to Raise Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Asking Silly Questions Makes You Smarter

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Employee Engagement is Personal, So Personalize Your Approach

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Take Steps to Run Better Meetings – Walk While You Talk

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Reset Your Leadership Mindset for the Next Six Months

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Great Leaders Make Life Better for Their Followers

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Defend No Process – Defend the Mission Against Old Processes

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

How to Maintain Workplace Productivity During the Summer Vacation Season

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

A More Productive Mindset for Work in Six Steps

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Honor the Last Full Measure of Devotion on Memorial Day

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Middle Managers Can All Lead – If You Show Them How

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Never Assume: Pursuit of Truth Makes Decision-Making Better

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

The Last Mile of Employee Engagement is the Hardest to Travel

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

We Love the Energizing Month of May

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Transformational Leadership Skill Spring Shape-Up

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Development Gaps Expose a Lack of Strategic Commitment

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

“Overnight” Organizational Change Takes Great Long-Term Leadership

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Does Your Online Presence Promote You?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Lessons for the Ides of March

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Our Foundations of Excellence Refresher

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Great Conversations Build Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

i4cp Research Isolates Six Key Employee Engagement Factors

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Tap Untapped Talent You Have Already Hired

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Each Great Leader is Unique, But They All Engage

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Annual Performance Reviews Should be the Icing not the Cake

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Resources We Rely On for New Ideas about Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Machines Don’t Innovate: People Do.

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Hide From Your Manager to Get More Done!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Quotes to Get Your Mind Set for February

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Why Does Leadership Development Fail to Create Great Leaders?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

New Year Resolution: Make a Habit of Your Productive Mindset

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Lessons from Scrooge and the Grinch

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Merry Christmas from Bovo-Tighe

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Lean Manufacturing Demands Fully Engaged Employees

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Happy Thanksgiving from Bovo-Tighe

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Flexible Job Schedules Can Win Employee Loyalty

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Employee Engagement a Strategic HR Imperative for 2014

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Maintaining Work-Life Balance During the Holidays

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Remember Veterans on Veterans Day with a Heartfelt Thank You

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Happy Halloween from Bovo-Tighe!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

How Pessimists Keep Optimists in the Black

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Gallup Employee Engagement Results Not Budging

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Stop Being Nice at Work? Not So Fast!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Three Leadership Tasks That Unleash Team Productivity

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

What Prevents Teamwork From Adding Value?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Have Employees Track Their Own Successes to Raise Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

A Quick Cost/Benefit Analysis of Employee Training and Development

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Participates in 2013 CLO Forum

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Great Employee Engagement Starts by Asking a Lot of Questions

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Inspiration for a Hot Day in August

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

More Thoughts on the Great Value of Middle Management Leadership Training

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Engaged Employees Accumulate Business Acumen

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Build a Corporate Culture that Embraces Change

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Happy Independence Day

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

CEOs Must Foster Culture Based on People – Not Process

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Gallup Confirms the American Worker Remains Unengaged

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Is it possible to be overworked and underutilized?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Create Great Leaders in Your Organization

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Retain Talent by Fostering Professional and Personal Growth

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Starts with Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

When Should You Micromanage Employees?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership in Public Management

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Time to Rehire Yourself?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Of Lollipops and Leadership

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Why We Love May at Bovo-Tighe

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Are Millennials Really Different About Job-Hopping?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Lessons on Leadership from Britain’s Royal Navy

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Raise the Meaning Quotient for Employees to Raise Productivity

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Employees Can Only Manage Their Time if the Organization Lets Them

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Goal Alignment Takes Work and Communication that Counts

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Our Philosophy about the Pursuit of Truth Includes Your Health

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Three Key Drivers of Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

March Madness is a Leadership Moment

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Tales from Top People – Courtesy of LinkedIn

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Marissa Mayer Should Focus on Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Accelerative Learning Article Now Posted on eZineArticles.com

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Drop Your Information Filters to Boost Engagement with Fellow Employees

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

More Thoughts on How to Engage Employees

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Summer Thoughts on the Pursuit of Truth

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Stop Hating Meetings: Fix Them Yourself!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

101 Steps Towards Better Leadership

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Transformational vs. Transactional Leadership: A Worthy Distinction

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

The Cure for Bad Meetings: Pay Attention and Contribute!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Caring for Your Employees Unlocks Great Productivity

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership: Its Trappings Lead Good People Astray

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Information Underload: Bad for Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Zen and the Pursuit of Truth at Work

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Client Newsletter – November 2011

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Dumb Things Bosses Do

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Dumb Things Bosses Do

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Client Newsletter October 2011

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Power Breeds Overconfidence in Leaders

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Do You Know All the Facets of Employee Engagement?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Coaching for Senior Executives Must Come Up From Subordinates

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe’s September Client Newsletter – 2011

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Client Newsletter – Summer 2011

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Presenting at the National Property Management Association Annual Education Seminar

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Book Review: How to be Happy, Dammit!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Client Newsletter June 2011

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Leadership: It all starts with you

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe Newsletter May 2011

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe at the Offshore Technology Conference

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Irrational Decision-Making: Embrace the Human Factor!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Performance Management Needs to Recover its Mojo

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe’s March 2011 Client Newsletter

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

The Bombardier Case Study: Successful Commitment to Employee Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Influence Competence: Effective Employee Engagement Skills Under a New Name

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Talent Management: How It Helps With Crisis Management

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Employee Engagement: Have you thought about ice cream?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Tasked with Corporate Training? Seek Outside Help

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe explores Kazakh Psychologies of Achievement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Corporate Cultures: Bottom-up change is best.

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Compensation Plans vs Employee Emotion

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Pay-For-Performance versus Full Engagement

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

On Leadership: Would you work for yourself?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Employee Engagement is simply the Foundation for Excellence

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Why doesn’t employee training work better?

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Change Management: The entire organization needs to participate

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Fostering Innovation: HR Must Lead the Way

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe’s January 2011 Client Newsletter

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Bovo-Tighe December Newsletter

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Change employee behavior by changing their bad habits.

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Performance Reviews done well require great communication.

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

No One Was Ever Motivated by a Meeting

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Meetings That Rock!

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Corporate Mission Statements die on Plaques

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

Inhibit Intellectual Growth and Innovation in Your Company

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

How to incorrectly use ‘Management By Objectives’

Do you hire dispirited, unmotivated employees, or bright, energetic people ready to contribute? [caption id="attachment_947" align="alignright" width="186"]Unengaged employee It's Day 91 of my career here. Where did my boss go?[/caption] Do you seek out candidates who are already disgruntled, or folks who start right off as creative innovators? Are you expecting the new hire to sink right into the current stale or static team culture, or do you hope that an injection of new ideas and energies can shake the place up and get it moving again? All of us would answer “the latter” to all those questions, so why do companies end up with a whole bunch of the former working on teams across the organization? Look to your management leaders. Are they failing the new hires by letting them sink or swim on their own initiative? Think about your onboarding process:
  • You take your talented new hires (in which you invest so much hope) by the hand and introduce them to the people whom they need to support and get those relationships kicked off on an upbeat note.
  • You then introduce them to the people who will be supporting them in achieving their assigned goals, to get those connections established properly.
  • You scheme to get them resources to help them “settle in” and “hit the ground running.”
  • Then, after a few months, you stop. Your fledglings are out of the nest, know the ropes and can fly on their own, while you get back to work.

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