Monday, August 27, 2007
Our expert weighs the pros and cons.
Hiring management-level employees can often be a daunting task. Of course, the major challenge is to select the individual who'll best fit into both the position and your business's culture. Before considering any candidates, however, your first decision is to determine whether you should promote internally or hire externally.
This article presents the pros and cons of each choice.
There are five good reasons why you might want to consider hiring an internal candidate.
First, it sets a precedent and second, it's good for morale. Employees are often very pleased when they see that "one of their own" has been promoted to a management-level position. And when morale goes up, productivity most often follows, especially when the employees like or respect the newly promoted individual.
Sunday, August 19, 2007
Thursday, August 16, 2007
[From Robyn Pearce]
A very large international IT company asked for a course on 'How to run effective meetings'. It was the weirdest session I've ever run; a brilliant example of how not to run meetings. The trouble was, the CEO had a different work ethic to the rest of the company.
She'd been sent to Australia from the States to do the job, and had no family in the country. Her work was her life and she expected her managers to behave in the same way.
The session was a bun fight! People came and went like yoyos, phones rang constantly, and although everyone had chosen to come, the activities of a number of the group were so (unintentionally) disruptive that it minimised the learning
of the rest.
Tuesday, August 14, 2007
The Titanic tragedy has been memorialised and analysed in movies, books and historical exhibits.
As anyone who saw James Cameron's 1997 blockbuster movie about this event can attest, the story is full of great human drama. From a leadership perspective, however, what really interests me is the iceberg.
Friday, August 10, 2007
For free articles on Leadership, visit the Pivotal Leadership pages
Friday, August 03, 2007
Before you can have integrity, you must have firm values. It is important that you establish a basis of conduct from which to operate. Without a firm knowledge of what to you is right, and what to you is wrong, you will be indecisive in leadership situations. You must have a clear-cut standard of behaviour to guide your thought and actions in order to hold firmly to your integrity.