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DNA of corporate change

You have Success DNA in your organization already. How best to unleash it?

If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?”

The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker.

Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire?

This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.”

We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency”

But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level.

Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system?

Here is what i4cp reports as critical success factors in 2014:

  1. Build deeper and broader pools of highly targeted talent.
    Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level.

    We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!

  2. Improve leadership development skills with a focus on better interactions and communications.
    Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it.

    We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

  3. Fully understand what supports the organization’s strategy and culture and then reward it.
    Thirty-four percent of top companies are effective at measuring and rewarding results and only 25% are effective at doing the same with behaviors. The behaviors of executives and middle managers have a very high correlation to market performance.

    We say: This smacks of a need to invest in employee engagement. Such engagement includes middle management leaders who need to be engaged in the “organization’s strategy and culture” so each of those leaders can foster the aligned, passionate action they each need to create a highly productive team.

Any manager you employ can lead better if you provide the support they need through access to senior management, mentoring, coaching and assessment-based training.

Get started with your own team. Ask them if they want the chance to lead, and what keeps them from pursuing that opportunity. Gather that input and start figuring out how to remove the hurdles your organization puts in the way of their development.

 

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Raise Productivity in 2016 Using Team-Based Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Team Leaders Use the Power of Truth to Align Motivation With Mission

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Happy Thanksgiving from All of Us at Bovo-Tighe

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Smart Way to Ask Stupid Questions

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Manager as Teacher

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employee Engagement is Not Fun!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Human Aspects of HUET Programs – OPITO Abu Dhabi

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Workplace Zombies that Drag Down Productivity – Beware!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Four Leadership Tips to Make November More Productive

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The ROI of Team Engagement – How to Measure?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

How Well Do You Grow Future Leaders?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Challenge Negative Mindsets When Pursuing New Ideas

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Generation Xers are Today’s Leaders – Invest in Them

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Lemonade of Employee Turnover

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employee Engagement is a Two-Way Street

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

You Will Not Engage Every Employee – Nor Should You

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Make August Your Personal Rejuvenation Month

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Unbiased Opinion is a Myth. Discard It.

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

When Motivating Employees, Do Words Get In the Way?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

How to Sell Senior Executives on the Value of Talent Development

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Temporary Project Teams Need Scaffolding to Work Well

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

To Manage or To Lead – That is the Question

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Break Conversational Habits to Break Out of Ruts

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Schedule that “Thirdly Review”!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Make Spring Fever a Productive Force at Work

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Change Happens Inside Out – Driven By Middle Managers

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

How Quickly Does Your Culture Sub-Optimize New Talent?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

How Do You Fix a Jerk at Work?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Tips for Kicking Off 2015

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employee Engagement Must Address Professional and Personal Performance Factors

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Happy Holidays from Bovo-Tighe!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

2014 is Done – Time to Kick-Start January

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Defend Human Development Investments Strategically

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Be Great to Work With

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Misguided Advice from Monster about Aspiring to a Leadership Role

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Kick-Start Your Team’s Productivity Push for Autumn

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leaders Master the Art of Questioning to Raise Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Asking Silly Questions Makes You Smarter

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employee Engagement is Personal, So Personalize Your Approach

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Take Steps to Run Better Meetings – Walk While You Talk

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Reset Your Leadership Mindset for the Next Six Months

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Great Leaders Make Life Better for Their Followers

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Defend No Process – Defend the Mission Against Old Processes

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

How to Maintain Workplace Productivity During the Summer Vacation Season

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

A More Productive Mindset for Work in Six Steps

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Honor the Last Full Measure of Devotion on Memorial Day

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Middle Managers Can All Lead – If You Show Them How

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Never Assume: Pursuit of Truth Makes Decision-Making Better

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Last Mile of Employee Engagement is the Hardest to Travel

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

We Love the Energizing Month of May

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Transformational Leadership Skill Spring Shape-Up

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Development Gaps Expose a Lack of Strategic Commitment

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

“Overnight” Organizational Change Takes Great Long-Term Leadership

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Does Your Online Presence Promote You?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Lessons for the Ides of March

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Our Foundations of Excellence Refresher

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Great Conversations Build Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

i4cp Research Isolates Six Key Employee Engagement Factors

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Each Great Leader is Unique, But They All Engage

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Annual Performance Reviews Should be the Icing not the Cake

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Resources We Rely On for New Ideas about Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Machines Don’t Innovate: People Do.

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Hide From Your Manager to Get More Done!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Quotes to Get Your Mind Set for February

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Why Does Leadership Development Fail to Create Great Leaders?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

New Year Resolution: Make a Habit of Your Productive Mindset

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Lessons from Scrooge and the Grinch

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Merry Christmas from Bovo-Tighe

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Lean Manufacturing Demands Fully Engaged Employees

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Flexible Job Schedules Can Win Employee Loyalty

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employee Engagement a Strategic HR Imperative for 2014

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Maintaining Work-Life Balance During the Holidays

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Remember Veterans on Veterans Day with a Heartfelt Thank You

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Happy Halloween from Bovo-Tighe!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

How Pessimists Keep Optimists in the Black

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Gallup Employee Engagement Results Not Budging

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Stop Being Nice at Work? Not So Fast!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Three Leadership Tasks That Unleash Team Productivity

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

What Prevents Teamwork From Adding Value?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Have Employees Track Their Own Successes to Raise Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

A Quick Cost/Benefit Analysis of Employee Training and Development

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Participates in 2013 CLO Forum

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Great Employee Engagement Starts by Asking a Lot of Questions

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Inspiration for a Hot Day in August

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

More Thoughts on the Great Value of Middle Management Leadership Training

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Engaged Employees Accumulate Business Acumen

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Build a Corporate Culture that Embraces Change

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Happy Independence Day

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

CEOs Must Foster Culture Based on People – Not Process

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Gallup Confirms the American Worker Remains Unengaged

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Is it possible to be overworked and underutilized?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Create Great Leaders in Your Organization

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Retain Talent by Fostering Professional and Personal Growth

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Starts with Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

When Should You Micromanage Employees?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership in Public Management

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Time to Rehire Yourself?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Of Lollipops and Leadership

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Why We Love May at Bovo-Tighe

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Are Millennials Really Different About Job-Hopping?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Lessons on Leadership from Britain’s Royal Navy

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Raise the Meaning Quotient for Employees to Raise Productivity

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employees Can Only Manage Their Time if the Organization Lets Them

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Goal Alignment Takes Work and Communication that Counts

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Our Philosophy about the Pursuit of Truth Includes Your Health

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Three Key Drivers of Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

March Madness is a Leadership Moment

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Tales from Top People – Courtesy of LinkedIn

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Marissa Mayer Should Focus on Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Accelerative Learning Article Now Posted on eZineArticles.com

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Drop Your Information Filters to Boost Engagement with Fellow Employees

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

More Thoughts on How to Engage Employees

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Summer Thoughts on the Pursuit of Truth

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Stop Hating Meetings: Fix Them Yourself!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

101 Steps Towards Better Leadership

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Transformational vs. Transactional Leadership: A Worthy Distinction

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Cure for Bad Meetings: Pay Attention and Contribute!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Caring for Your Employees Unlocks Great Productivity

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership: Its Trappings Lead Good People Astray

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Information Underload: Bad for Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Zen and the Pursuit of Truth at Work

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Client Newsletter – November 2011

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Dumb Things Bosses Do

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Dumb Things Bosses Do

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Client Newsletter October 2011

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Power Breeds Overconfidence in Leaders

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Do You Know All the Facets of Employee Engagement?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Coaching for Senior Executives Must Come Up From Subordinates

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe’s September Client Newsletter – 2011

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Client Newsletter – Summer 2011

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Presenting at the National Property Management Association Annual Education Seminar

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Book Review: How to be Happy, Dammit!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Client Newsletter June 2011

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Leadership: It all starts with you

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe Newsletter May 2011

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe at the Offshore Technology Conference

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Irrational Decision-Making: Embrace the Human Factor!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Performance Management Needs to Recover its Mojo

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe’s March 2011 Client Newsletter

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

The Bombardier Case Study: Successful Commitment to Employee Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Influence Competence: Effective Employee Engagement Skills Under a New Name

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Talent Management: How It Helps With Crisis Management

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employee Engagement: Have you thought about ice cream?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Tasked with Corporate Training? Seek Outside Help

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe explores Kazakh Psychologies of Achievement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Corporate Cultures: Bottom-up change is best.

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Compensation Plans vs Employee Emotion

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Pay-For-Performance versus Full Engagement

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

On Leadership: Would you work for yourself?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Employee Engagement is simply the Foundation for Excellence

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Why doesn’t employee training work better?

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Change Management: The entire organization needs to participate

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Fostering Innovation: HR Must Lead the Way

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe’s January 2011 Client Newsletter

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Bovo-Tighe December Newsletter

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Change employee behavior by changing their bad habits.

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Performance Reviews done well require great communication.

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

No One Was Ever Motivated by a Meeting

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Meetings That Rock!

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Corporate Mission Statements die on Plaques

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

Inhibit Intellectual Growth and Innovation in Your Company

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

How to incorrectly use ‘Management By Objectives’

[caption id="attachment_919" align="alignright" width="210"]DNA of corporate change You have Success DNA in your organization already. How best to unleash it?[/caption] If there is one consistent theme that springs from Six Sigma, Lean Initiatives or any other organized effort to make a company more productive or innovative, it boils down to gathering the people who work for the company in various conference rooms and asking them “what’s working, what’s not working?” The incredible results these meeting generate usually astound management and make the initiative look like a miracle worker. Why, then, don’t companies simply do this all the time internally? Why don’t organizations fully utilize the energy and knowledge of the people they hire? This is not an idle question, because hundreds of thousands of dollars are at stake every time a consultant is brought in to “fix the problem.” We got started on this rant of a blog post when we received a recent white paper from i4cp. Its topic was obscure: “Enabling Sustained Growth through Talent Transparency” But its conclusion was crystally clear: Every enterprise has the talent it needs to grow and thrive within its ranks, and greater success hinges on finding that talent and unlocking its potential to contribute at a high level. Are you measuring talent pools properly? Is self-reporting a prevalent form of analytics? Who gets noticed and rewarded in such a system? Here is what i4cp reports as critical success factors in 2014:
  1. Build deeper and broader pools of highly targeted talent. Only 27% of top companies have competent successors ready to fill executive-level roles and even fewer (18%) are prepared with successor candidates for mission-critical roles that extend beyond the executive level. We say: Your best bet for finding new “bench strength” is to look internally at your available talent, and put development programs in place to bring them up to the standard you seek. Most will jump at the chance the moment you ask them!
  2. Improve leadership development skills with a focus on better interactions and communications. Thirty-four percent of top companies indicate they are effective at developing leaders, and they are getting worse at it. We say: This is not hard to fix, if the organization is ready to invest in properly developing talent. If you don’t look for available talent, you will not find it: Most employees are not self-promoters who actively seek more opportunity. These self-promoters may actually not be the best candidates for a spot on the “bench” of succession.

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