Free Webinar: Re-energize Employees

BestPractices






Employees have been through a difficult season at work.  Layoffs, fewer resources and financial stress have taken a toll on employee enthusiasm, energy, engagement and alignment with their organization’s goals.  What should managers do to help employees recover, refocus and re-energize for the season ahead.  Jason Pankau and I are delighted to partner with the Best Practice Institute where we will be presenting a free hour-long webinar on the topic of re-energizing employees following the “Great Recession.”  The webinar will occur on July 14 at Noon EST. To read the webinar description and sign up:

  1. Click on this link
  2. Enter the Promo Code STPABP2 in on the right side (under the member sign-in box)
  3. You will be redirected to a page where you will need to enter information about yourself (i.e. your name, email and job position). After this page is filled out, you will be registered to watch the webinar for free!

This is a timely topic and we hope you will join us.

    Employee Engagement: Beryl Companies


    One of my favorite business books is Paul Spiegelman’s Why Is Everyone Smiling?. Spiegelman is the CEO of Beryl Companies, a call center outsource company for the healthcare industry. On March 24-25 I’ll be moderating a session at the Conference Board’s Customer Experience Management Conference in New York City where Paul will be speaking. You can learn more about the conference at this link. And be sure to check out the above webcast I hosted with Paul.

    Employee Engagement: Why Now, More Than Ever

    Reading this article in The New York Times about the mood in New Orleans now that its football team, the Saints, is in the Super Bowl, got me thinking about employee engagement.  The article identifies a factor that has boosted the morale of New Orleans residents. It is a factor that has a positive impact on employee morale, too. What is it?

    Invictus: The Rest of the Story

    When Nelson Mandela entered Robben Island Prison he was known for aggressively confronting his enemies. Released 27 years later, Mandela stunned South Africans with his magnanimous behavior toward former adversaries.

    During his years in prison Mandela was transformed. He came to know several of his warders and learned that Afrikaners could change. He read the biographies of men and women who exhibited great character. Forgiveness, he concluded, was the only path to unite the nation. His courage to forgive made all the difference.

    When Mandela emerged from prison, he told black South Africans they must be the first to reach out their hands in forgiveness to white South Africans then he proceeded to reach out to those who persecuted him as if they were old friends.

    Many white South Africans were moved by Mandela’s example. On one Sunday while visiting a Dutch Reformed Afrikaner Church, Mandela recounted that “The men all wanted to touch me. The women all wanted to kiss me. The children all wanted to hang on my leg.” A few years earlier, he reflected, he would have needed security guards to protect him from being assaulted but “this time they were there to protect me from being killed out of love.”

    Hardwiring Talent Management

    One way to think of organizations is that they are a bundle of resources, processes and values (referred to as the RPV framework). Leaders need to actively manage all three elements of the RPV mix. In this post I would like to zero in on processes.  Processes are to organizations what hardwiring is to the human brain: it allows the organization (or organism) to complete routine tasks with minimal expenditure of energy and resources while bringing consistency and proven reliability to execution.

    Two processes I recently learned about that support talent management are One Page Talent Management and  Online Mentoring.

    Is China the Next Enron?

    In his The New York Times column, Tom Friedman asks and answers the question: Is China the next Enron?  He argues that Chinese censorship of the web restricts knowledge flows and doing so diminishes the rate of innovation.  There is compelling historical evidence to support Friedman’s view.  As I explained in my book Fired Up or Burned Out:

    The danger to nations that reduce knowledge flow is apparent throughout history. By isolating themselves and their countries, the leaders of civilizations have missed opportunities for innovation and growth. China in 1400 had the best and largest fleet of ships in the world (over a period of three years the Chinese built or refitted 1,681 ships). With their enormous fleet, the Chinese sailed to Indonesia, Arabia, East Africa, and India. Gradually, however, the Chinese emperor’s attitude toward the benefits of foreign travel shifted as he favored domestic agriculture over maritime interests. By 1436, the Chinese were diverting resources from maintaining the ships, and by 150o, anyone who built a ship with more than two masts was subject to the death penalty. In 1525, the Chinese authorities ordered all oceangoing ships to be destroyed and their owners arrested.

    A period of Chinese isolation from the rest of the world began. At the time of the ships’ destruction China led the world in innovation. It had developed gunpowder, deep drilling, printing, paper, porcelain, cast iron, and the compass. China’s isolation, however, prevented it from knowing about developments beyond its borders, the ideas and information that had contributed to its high rate of innovation when Chinese ships were sailing the world. In recent decades, economic reforms and social freedoms have reconnected China to the broader world, resulting in increased Chinese economic growth.

    Like the Chinese civilization, the Arab-Islamic civilization became isolated in the sixteenth century as its leaders adopted the view that the world beyond them had little to offer. As a result of the isolationism adopted by the Chinese and Arab-Islamic civilizations, both began a period of steady decline in innovation and economic output.

    Institute for Management Studies Program

    Jason Pankau and I will be leading a one day workshop about Fired Up Leadership in Pittsburg, PA on March 16 for the Institute for Management Studies (IMS).  You can find out more about the program here.

    I’m also honored to be recognized as an expert on employee engagement featured on IMS’s Athenaonline.com e-learning platform.  Just to give you a feel for Athenaonline.com, here are a few SmartBytes I filmed for them:

    Relationship Excellence and Performance

    Vision and Employee Engagement

    Best Practice: Knowledge Flow Sessions

    The Effect of Warren Buffett’s Leadership on Employee Engagement

    Teams: The Secret of U2’s Success

    Praise and Criticism

    How George Washington United the Colonies to Defeat the Greatest Military Power of the Age

    Engaging Employees in Difficult Times

    Leadership and Imbalance

    Employee Engagement: Resources for the Movement

    Here are resources I highly recommend to anyone who is interested in getting up to speed and understanding employee engagement as well as staying plugged-in to the emerging employee engagement marketplace of ideas.  I will continue to add to this post as I consider new resources and I encourage you to add resources you highly recommend to the comments section below.

    Honoring Dr. King: When U2 Wouldn’t Back Down

    All that is necessary for evil to triumph is for good men to do nothing.

    – Attributed to Edmund Burke

    In honor of the Reverend, Dr. Martin Luther King, Jr., I’m posting an article I wrote that was published in The Economic Times in India and in the American Management Association’s Moving Ahead.  The article in part describes the time before a concert in Arizona when U2 received a letter that stated Bono, the band’s lead singer, would be killed if the band played the song Pride, which honors the life and legacy of the Rev. Dr. Martin Luther King, Jr.  The FBI told U2 it believed the threat was not a hoax.

    Although I don’t know for certain, I suspect that Bono reflected on Dr. King’s choice to speak out in the face of death threats.  Dr. King had the courage of his convictions and was willing to risk death to push back the evils of prejudice.  Now, Bono had to decide if he too was willing to speak out against evil and risk death because of it.