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The Currency of Success - Interpersonal Intelligence™

Criteria for Choosing Executives

By Carl Robinson, Ph.D., copyright 2006 In the aftermath of the recent defection of Alan Mulally from Boeing to run the Ford Motor Company, I had several discussions with executives about the rationale behind the choice (his reasons and Ford’s). It seems appropriate, therefore, to review the current best thinking on the criteria used by Read More >

How Do You Value Training?

Advanced Concepts: Evaluating Training Programs One of the questions that I get frequently is “How will we know that a training effort is working?”   It’s a good question – and one that deserves a thorough answer. Whether you are an HR Director, Training Manager, Department Manager, or even a classroom participant it can be helpful Read More >

10 Tips for Attracting and Keeping Top Talent

Make no mistake: your top-performing talent is aware of their value to the company. They also hold the company to a higher standard because they know they deserve it. Finding this sometimes-elusive talent—and keeping them—requires that senior leaders humanize their companies by investing empathy and communication, and a good deal of trust in the employees Read More >

A 10-Step Action Plan for Managing Millennials

The face of the American workforce is getting younger. Millennials—born in the last quarter of the 20th Century—now comprise more than one-third of working-age people in the U.S.This generation cut their teeth on rapidly-advancing technology, financial prosperity, immediate gratification, and multi-culturalism. Here are the top 10 things you must know about managing Generation Y employees: They Read More >

The Science of Employee Motivation

Contrary to popular belief, employee incentives have limited positive effect on performance of employees or executives. According to Jeffrey Pfeffer and Robert Sutton in their must-read book, Hard Facts, Half-Truths and Total Nonsense: Profiting from Evidence-Based Management, “individual incentives and highly differentiated reward and recognition distributions make more sense when performance can be objectively assessed Read More >