Magazine Articles

By Damian McKinney Early in Walmart’s history, most store managers began their careers working at the register or another entry-level position. Through a gradual process of working their way up the corporate ladder, these employees were promoted to store manager in seven to 11 years. This process served the company and its employees well, providing a secure predictable career path and producing knowledgeable, loyal people at the middle-management level.

By Jane Bozarth In every group there are a minority of people who find better solutions to the challenges at hand…even though they have access to exactly the same resources as the rest of the group, their uncommon practices or behaviors allow them to flourish.”—Jerry Sternin

By Bob Pike CSP, CPAE, CPLP Fellow As I write this column, I’m working in Malaysia and Singapore. Trainers in this part of the world are eager to know how we do what we do in the United States. They are eager to improve and will invest the time it takes to acquire new skills and knowledge. Senior management made this quite clear at the beginning of my stay.

By Neal Goodman, Ph.D. We all have heard that being a great Bosshole is not genetic but learned. Still, I am certain that one day an MRI or some genetic research is going to find a malevolent gene or brain defect that causes BAD (Bosshole Abusiveness Disorder).

By Roy Saunderson As a child I loved going to the library and discovering new books that challenged my thinking. One book that stood out for me was “The Power of Positive Thinking” by the late Dr. Norman Vincent Peale. While it has a religious foundation to the principles highlighted in the book, it was the introduction for me to thinking more positively about my life and especially my work.

By Anchalee Ngampornchai, Ph.D., and Jonathan Adams, Ed.D.

By Frank Waltmann, Ph.D. This is the first of a three-part series of articles written exclusively for Trainingmagazine on business challenges and opportunities in Asia and how Swiss-based pharmaceuticals and life sciences company Novartis’ learning and leadership development programs are helping address the myriad issues.

By Gail Dutton It takes leaders to develop leaders. That’s the No. 1 lesson from America’s top corporations. Companies that create in-house “leadership incubators” often have great success, but only if they have active involvement by senior leaders.

By Margery Weinstein

By Margery Weinstein