by Chris Edmonds | Apr 13, 2019 | education/training, on the job
During a session with a culture change client, the organization’s president had an epiphany: “For 30 years I thought my job was to manage processes and results. This culture change journey has helped me redefine my job – to manage people’s energy.”
by David Ivers | Mar 16, 2019 | education/training
Imagine giving such a response to your boss when they offer you a promotion or to take the lead on a strategically significant project for your Government agency. Imagine saying “sure, I’ll get onto that as soon as I’ve had a vacation with my family!” Too often we fear that such a statement will lead to such a career changing offer going towards someone else. We fear that it sends the wrong message! Does it though? The simple answer is that it does not necessarily have to be sending a negative message and creative leaders most likely know this!
by Erin Kennedy | Mar 9, 2019 | Career Advice
Sending out generic resumes to dozens of companies never worked in the past, and it especially won’t work in today’s job searching climate. However, you may have just spent hundreds of dollars on a professionally crafted resume or spent as many hours creating one yourself and cannot invest that much time or money on one for every position for which you are applying. So, how do you take your final executive resume and use it to apply for multiple jobs, let alone match it to various job descriptions? Here are some tips to consider when writing those resumes.
by American Public University System | Mar 9, 2019 | Career Advice
A lateral transfer refers to when an employee moves from one position to another position at the same pay grade within an organization. Although this isn’t the same as upward mobility, such as a promotion, it does offer some unique benefits to both the employee and the organization. Following are three benefits of a lateral transfer.
by Chris Edmonds | Mar 9, 2019 | education/training, on the job
Cornell University professor Dr. Tony Simons’ powerful article, “The High Cost of Lost Trust,” appeared in the Harvard Business Review in 2002. In that piece, he described his team’s efforts to examine a specific hypothesis (“Employee commitment drives customer service”) in the US operations of a major hotel chain. They interviewed over 7,000 employees at nearly 80 properties and found that employee commitment drives customer service, but, most critically, a leader’s behavioral integrity drives that and more.