Online Articles

By Rodger Dean Duncan People notice even the smallest behavior nuances of their leaders. Then they talk. They pass along their perceptions about the way they are treated.This is one of the most important determinants of loyalty, commitment, and return business. Hmmm. That sounds a lot like what the experts say about customers, doesn’t it? Why the similarity? Because people’s feelings cannot be neatly compartmentalized. People have many of the same needs in every one of life’s roles.

By Brad Karsh, President, JB Training Solutions “Time is the quality of nature that keeps events from happening all at once. Lately, it doesn’t seem to be working.” It’s not easy managing people—especially when stress levels are up and you have 57 other urgent things to do. No matter the circumstances, being a great manager takes time and dedication. But let’s get real: You literally have no time to spare!

By Curtis L. Odom, Ed.D. There is a question organizations need to ask (and answer) so they don’t become stuck in the middle. And that question is “How do we keep our top talent engaged and retained?”

By Dr. Beverly Kaye and Julie Winkle Giulioni If you’re like most managers, you care. You’ve become accustomed to taking on more and more, expanding your job description with countless “other duties as assigned”... and even some that aren’t. Developing the careers of the people who report to you is on a growing (read: crushing) list of to-do’s.

By Bruce Hodes I have never been a lover of the sandwich. It sounds un-American and un-manly. However, my lack of interest comes from the bread—the sandwich’s top and bottom. What’s the purpose? However, I am wildly attracted to the middle of the sandwich. Whether the sandwich is ham and provolone, chicken and mustard, or peanut butter and jelly, for me it is always the middle that dictates how much a sandwich is enjoyed and appreciated.

By Tim Toterhi, Senior Director, Organization Development, Quintiles

By Bob Kelleher, Founder, The Employee Engagement Group After spending a career helping companies engage their employees to drive business results, I suddenly realized that having engaged employees by itself is not the answer. Engagement is the secret sauce that separates you from your competition, but engagement along with profit, revenue growth, innovation, quality, and customer satisfaction are by themselves all outcomes of something bigger. 

By Patrick Curran, Director of the Curran Consulting Group, and Katie C. Kelley, Chief Leadership Coach and Consultant, Legacy Builder Coaching

By Dr. Casey Mulqueen, Director, Research & Product Development, The TRACOM Group

By Matt de Feo, Senior Vice President, Sales Training & Recruiting, Techtronic Industries Inc. Techtronic Industries Inc. (TTI) is a $3.7 billion global company operating on every continent with nearly 20,000 employees. Since 1985, the company has grown rapidly by focusing on excellence in the design, manufacture, and marketing of portable power products such as Ryobi and Milwaukee Electric Tools. When I joined TTI in 2006, I was determined to ensure the same focus on excellence applied to learning and development, too.