Like it or not, our colleagues view their daily interactions with us similar to a corporate brand. Here are five intentional behaviors I use to actively manage my personal brand.
Several weeks ago I participated in multiple concurrent assignments where none ran smoothly according to my standards. I found myself frustrated with what was shaping up to be my new normal—my days consisting largely of redundant throwaway work and a greatly reduced operating efficiency.
The yearly goals and objectives (G&O) process in most organizations is often perceived by staff as a mundane HR activity required solely to support year-end performance appraisals. Here’s my thoughts as to how directors and managers can strengthen the process with cross-functional peer reviews.
In my experience, the goals and objectives process is typically structured and communicated as a vertically-siloed exercise held between a supervisor and employee. Staff are asked to create tactical objectives to help achieve broader goals that cascade down from executives within a single department like I.T. or Finance.
Not every employee is the ideal candidate to attend formal change management training. This article presents a few considerations organized by role.
I’ll always remember my first experience being on the receiving end of an enterprise software replacement project that occurred without a formal change management strategy. I had just returned from a week’s vacation and discovered the introduction, rollout, and three (and only three) software training sessions for the new system all occurred the week I was away. The system adoption results were abysmal.