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Home Archive for category "Employee Engagement"

Be the gatekeeper of your company’s culture.

During the Great Recession, hiring was not much of a problem because most companies weren’t doing any of it.  Some imposed a hiring freeze, others laid people off.  Now we have the opposite problem: companies want to hire but can’t find the people they want.  Best-selling business author Jim Collins uses the analogy of a

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Inc. magazine’s 5000 fastest-growing private companies in the U.S. (revisited)

Every year, in its September issue, Inc. magazine publishes its “Inc. 5000” annual ranking of the fastest-growing private companies in America.  Two years ago, when the Inc. 5000 list for 2015 came out, we extracted some of the highlights in an attempt to learn what characteristics all these entrepreneurs have in common that make them

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“The best ideas for improving a job come from those who do it every day.”

A lot has been written lately about “employee engagement” . . . some of it right here. The Gallup organization, which has studied it for many years, says employee engagement can be measured by the strength of the emotional connection an employee feels toward his or her company.  If the employee sings the company song,

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“You cannot expect to perform at a high level unless people are personally engaged.”

Doug Conant is the former CEO of Campbell’s Soup Company.  When he assumed that position in 2001, he says the environment at Campbell’s was “toxic.”  One third of his 20,000 employees were looking for jobs elsewhere.  He and his team attacked the problem with a strategy of “employee engagement.”  As a result, he was able

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Are you a bad boss? (Part 2)

My previous posting asked, “Are you a bad boss?”  I then offered a number of bad boss behaviors (poor emotional control, indecisiveness, micromanaging, etc.) for your consideration.  Well, I apparently missed a few.  I have gotten some notes (from people, I assume, who are bad bosses themselves, who are recovering bad bosses, or who at

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Are you a bad boss?

An old adage says, “People don’t leave their companies, they leave their managers.”  There are lots of reasons an employee may leave a company . . . higher pay, better hours, shorter commute, etc. . . . but in many cases, a bad boss is in there too.  Think about your own work experience and

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There is no talent shortage if you’re a great place to work.”

In his book, “What Were They Thinking?  Unconventional Wisdom About Management,” author Jeffrey Pfeffer devotes a chapter to “making companies more like communities.”  His premise is that a company’s human capital is the key to its success, and the key to attracting and retaining the best people is to develop a caring, community-like culture.  In

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How does your leadership style make people feel?

Bruna Martinuzzi is a consultant who specializes in teaching leadership and presentation skills.  She is also the author of two books, and while I have not read either book, I have read an article she published recently with the rather long-winded title, “If your leadership aura could use some polishing, try these 7 tips for

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“The art of communication is the language of leadership.”

Get your workforce engaged! (104) In this fourth and final installment of our series on developing an “engaged” workforce, we’re going talk about the need for effective communication.  We touched on communication in the first installment of this series when we said, “Your values, mission, and vision need to be in writing, and they need

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Put the right people on the bus . . .

This is the third installment of a series on developing an “engaged” workforce . . . that is, a workforce that energetically supports your company and its goals. In the first installment, we talked about the importance of clearly communicating the company’s mission, vision, values, and culture.  Essentially, those four things (with apologies to business

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