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By Brent O’Bryan, SPHR, VicePresident, Learning and Development, AlliedBarton Security Services “The nail that sticks out gets hammered down” is an old Japanese saying that took hold in our post-World War II corporate America culture. This phrase encourages an unspoken rule of conformity combined with an authoritarian hierarchical structure. Today, it is important for business leaders to consider the impact this has in American workplaces.

By Laura Stack, MBA, CSP Once you’ve completed your presentation successfully, you may think you’re done. But don’t let go just yet! You still have to handle what some observers call “the presentation after the presentation.” What are the actions and practices that will help you maximize the impact of your presentation and/or improve future ones? Some of these items are plain common sense, though others may not be quite as obvious:

By Kirt Manecke One of the most valuable lessons you can learn from this book is to LISTEN to your customers. Ask probing questions—then listen attentively to your customer’s answers.

“Good teaching is more a giving of right questions than a giving of right answers.”—Josef Albers By Kristy Westfall Moyer, Training Account Manager, Signature Worldwide

By August Turak I was working as a consultant for a Washington, D.C.-based company called Data Broadcasting Corporation (DBC) when the CEO asked to see me. He was unhappy with the results the sales department was generating under the current vice president of sales and asked me to take the job. I was intrigued by the opportunity. The following Monday I arrived at our first formal meeting wearing a cowboy hat. I told them I was introducing a contest. But first I told them a story.

By Tim Houlihan, Vice President, Reward Systems, BI WORLDWIDE It’s no secret that to maximize results you have to drive focus, support personal goal setting, and facilitate emotional commitment in a system with transparent measurement and relevant feedback. Motivation isn’t enough.

By Chris Sabido, Partner, Emerge Great leaders understand that the only way for a team or company to reach its full potential is to bring out the best in all of the people who work in the organization. When they are able to help others be their best, things that all companies seek—such as increased profits, passion, engagement, creativity, and innovation—naturally emerge.

By Alfredo Zangara, PMP, Business Architect, Intel Corporation We’re all familiar with the phrase, “Knowledge is power.” But an often-overlooked source of power is “tribal knowledge”—the collective knowledge of the organization contained within the context and boundaries of the various “tribes” (business units, functions, product teams, and project teams) that make up the organization.

By Bruce Hodes, Founder, CMI Before I start, let’s define what a “Stupid Game” is. A Stupid Game is a teambuilding activity used to teach business principles and ideas. In corporate training and development, the games are called “experiential education.” Wow, does that sound fancy.

Edited by Margery Weinstein The PNC Financial Services Group, Inc., prides itself on its commitment to building and developing a pipeline of new and emerging diverse talent. The company says its Line of Business Development (LOB) Programs have a 30-year history of providing a legacy of leaders.