Gallup has found that one of the most important decisions companies make is simply whom they name manager. Yet our analysis suggests that they usually get it wrong. In fact, Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time.
Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. The only defense against this massive problem is a good offense, because when companies get these decisions wrong, nothing fixes it. Businesses that get it right, however, and hire managers based on talent will thrive and gain a significant competitive advantage.
Julie ..., the head of a division of a retail company I work with, was at risk of getting fired. Here’s the crazy thing: she was a top performer. She had done more for the brand in the past year than any of her predecessors had in five years. ..
"We just completed a major study of human capital trends around the world (Deloitte Global Human Capital Trends, 2500 organizations in 90 countries) and the message is clear: companies are struggling to engage our modern, 21st century workforce.
This is a worldwide issue. Gallup research shows that only 13% of employees around the world are actively engaged at work, and more than twice that number are so disengaged they are likely to spread negativity to others.
...And when we asked companies to evaluate their management practices they were particularly critical of the way they manage performance, leading us to the conclusion that performance management is broken. (Read The Myth of the Bell Curve for more on this topic)…"
The federal government’s review into Australia’s significant investor visa program could open up a direct pathway for foreign capital into the start-up ecosystem if key shortcomings of the program are addressed.
Sure, running a business is about maximizing the bottom line, but few entrepreneurs care only about the dollars and cents. For most, going into work every day is also about making the world a slightly better place and helping your team get better at what they do.
In other words, most business owners aspire to be not just managers but coaches.
Business schools prepare us to become better at strategizing, inspiring, mentoring, team building, delegating, and so on. But do they prepare us for dealing with executives who are resistant to motivating, influencing, and coaching interventions?
How can businesses ensure its brightest stars see the big picture, work for the greater good and inspire their teams to greater heights as leaders, rather than just act like a boss and get the job done
Not long ago, most discussions of leadership were about leaders – their personality traits, how to identify and groom those with ‘leadership potential,’ and what were the skills that leaders employed. Leadership theorists nowadays stress authenticity, EQ and relationships. This makes intuitive sense. But it isn’t just a fad; there is [...]
The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90% of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control.
The tricky thing about stress (and the anxiety that comes with it) is that it’s an absolutely necessary emotion. Our brains are wired such that it’s difficult to take action until we feel at least some level of this emotional state. In fact, performance peaks under the heightened activation that comes with moderate levels of stress. As long as the stress isn’t prolonged, it’s harmless.