Work Tips: What Do Cold Weather and an Old Car Have to Offer to Introverts?

I’m from Chicago, where everyone knows we have notoriously cold winters. During one such winter—on those particularly frigid mornings—I sometimes drove to work with my parka zipped up for the first 15 miles while waiting for the car heater to come on. I eventually realized I could be more comfortable if I warmed up the car before I started my journey. So what does that have to do with introverts and work? Let me explain.

Clash of Cultures: A Challenge Few Businesses Have Solved

One of the most significant talent challenges of our time is the integration of new capabilities and diverse perspectives into an established company culture. Whether it is the entrepreneurial technologist we want to hire to transform our business, the experienced multicultural leader we need to guide us in geographic markets, or the very real economic need to build leadership teams that reflect the diversity of our markets, the reality is the same.

An Overdue Obituary for the Annual Performance Appraisal

The death of the annual performance appraisal has made headlines lately, and few of us lament its passing. Do any of us actually enjoy dealing in broad generalities about how things went last year and what percentage of our objectives we actually met, and then being stuck with a label for 12 months? Who can say that they found significant benefit in arguing with their boss about what really occurred in that meeting last February or March and who was really responsible for the outcome?

Two-Speed Decision Makers: Frustrating But Effective

My wife and I recently spent an afternoon at a bathroom showroom in preparation for a massive remodel on our home’s upstairs facilities. For 90 minutes, we debated choices of material and colors for showers, trim, vanities, and so on. I learned what bullnose was.  I discovered a quartz variant called St. Cecilia Fantasy. We literally argued over chrome. Then, at lunch after meeting with the contractor, she asked me, “So, when should we think about another baby?” Unwittingly, she was strategically taking advantage of decision fatigue.

The Power of Sticky Notes: Meaningful Recognition

A senior executive leader who was talking about the importance of recognition pulled out a tattered sticky note at a team meeting with his colleagues. The sticky note had long since lost its physical stickiness, but it retained its emotional adhesion and impact. He then told the story of how he had found the note one day on his desk. The note said, “Thanks for always pitching in during a crisis” and was signed by his boss at the time. He had kept this note for years, tucked away in his portfolio, and occasionally pulled it out when he needed to recharge his batteries.

Blow Up Your Development Plan

Development plans seem so profound and life changing when we wordsmith them and fit them into those neat little boxes on our company's development plan worksheet—and yet they’re often such a yawn and seldom fulfill their promise. We spend hours thinking about them, assiduously following the SMART goals methodology, but, despite our best efforts, the profound behavioral changes we envision seem to get lost along the way.

RHR International Introduces Ready for Launch Guide

RHR International (“RHR”) is pleased to introduce Ready for Launch, a scientific look at how senior executives can make the most of their individual leadership development engagements.

In this research study, RHR asked its consultants about their individual engagements with executives over the years. More specifically, questions such as: How do executives get the maximum value out of these engagements? How does their mindset differ from those executives who do not accelerate as leaders?

Ready for Launch: How to Achieve a Transformative Executive Development Experience

Ready for Launch is designed to help executives make the most of their individual leadership development engagements. In developing this guide, we asked our seasoned RHR consultants about their engagements over the years. For example: How do executives get the most out of these engagements? How does their mindset differ from those executives who do not accelerate as leaders? 

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