WHY WONT MY SEASONED EMPLOYEES TRAIN NEWER EMPLOYEES?

By Rk Springfield

While at a recent training event, where I was facilitating, I had a senior-level executive come to the mic and ask this simple question: “I have a lot of employees who are baby-boomers, and as we hire the next generation of employees, millennials, the older employees refuse to train them. What can I do?”Almost any manager or business owner in today’s market is faced with this

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HOW TO GET WORK DONE WITH MULTI-GENERATIONAL EMPLOYEES

By Rk Springfield

We have all heard about the multi-generational workforce. We’ve seen it on the local news, heard it on the radio, or even had meetings where someone threw around words like: Baby-boomer, Gen X, Generation Y or Millennials.Talking about the generational differences has almost become commonplace in nearly every business I’ve encountered over the last few years. Yet, recently the talk

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10 Skills You Need For Management Success

By Caroline Ceniza-Levine

I spent most of last week coaching new managers at an emerging leaders program for the media industry. The level of talent was evident, and the participants had a rich set of skills and experience that made them so effective at their jobs that they got promoted and sent to this leadership program! But success as a manager is different than success as an individual contributor. Whatever you did bef

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Building Trust - Why It Matters

By Doug Thorpe

In any relationship, trust is a key element. Without it, things don't last very long. With trust you can withstand most anything. Managers at every level of an organization must seek first to build a foundation of trust within their circle of influence.The world is craving a new story about leadership and business, one that underscores the way people trust and contribute to each other. W

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Four Ways To Achieve Both Professional And Personal Fulfillment

By Caroline Ceniza-Levine

The other day I was catching up with a very accomplished technology executive who was at a loss in forming her next professional moves because everything she prioritized right now pointed to her personal fulfillment – getting back into shape, focusing on family, travel. It made sense in a way since she had been working in the high-growth start-up space for the last few years and had overly f

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Leaders Prepare Themselves First

By Tim Stevenson

The most important thing is not your desire to lead, but your will to prepare to lead[a pdf verson of this article can be found on the Documents Center page]YOU ARE A leader if you know where you are going, and are able to persuade others to go along with you. The process of leading begins with knowing where you want to go, but that is not where leadership really begins.A championship

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Leadership and Human Nature

By Tim Stevenson

Leaders sometimes need a reality check and an attitude adjustment[a pdf version of this article can be found on the Documents Center page]THERE’S A MOMENT in the classic film Casablanca I especially enjoy. Czech freedom fighter Victor Laszlo has stirred up the patriotic fervor of the guests at Rick’s Café, and the Nazis are not pleased (the time is 1942). An incensed Maj

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Be a Cultural Architect

By Tim Stevenson

Culture shapes human behavior and drives team performance[a pdf version of this article with the Culture Development diagram can be found on the Document Center page]EVERY GROUP HAS a culture. It’s not If? It’s What kind? Where cultures differ is whether they are:Designed or accidentalThey can be intelligently and deliberately developed and maintained, like a build

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Seven Levers To Negotiate As A Consultant, Temp Or Freelancer

By Caroline Ceniza-Levine

Yes, you can negotiate as a consultant, temp, freelancer, or small business owner. Don’t assume that just because you’re not full-fledged staff, you have less influence. Don’t assume that since it’s just you v. a bigger company that you don’t have leverage. Don’t assume that a company can’t pay more, even if they insist they have no budget. Do not accept a

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No Budget For More? How To Counter-Negotiate

By Caroline Ceniza-Levine

When you tried to negotiate for more money – a raise at your existing employer, a higher offer at a new employer – did you stop when the employer said they just can’t pay any more? At a recent negotiation workshop, one participant insisted that he caved because the prospective employer had no budget. Another participant decided not to negotiate at all because he heard his target

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