From the monthly archives:

April 2009

Time To Be Greedy: Your “Brand”

April 30, 2009

By doing a bit of prep work now you will save work and time for later when you will have little of the latter (time), and too much of the former (work). For companies, since most firms will be hanging back, still fearful of a deeper slide to come, you can practice the art of first advantage and be – as Warren Buffet might suggest – a little greedy .

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P.S. – “I Love You” and Other Forms of Communication

April 25, 2009

Why is this important to you? Because the lessons McKesson supervisors learned should inform the communication practices of anyone who manages people from senior execs to first line supervisors.

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[Life Back West] April 2009 – The Hummingbirds Return

April 24, 2009

My thoughts for the future, though, have stayed somehow optimistic. It’s in part having lived a few decades to have seen some ups and downs, and in part it’s personal temperament: if you can figure out a way to do something, it’s simply a matter of execution. While it’s a quality that can come across as overconfidence, it’s really a matter of having figured something out. To crib a line from a Buddhist saying, “If we are facing in the right direction, all we have to do is keep on walking.

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[Land O'Spin] New Hire Selection: Fly Blind or Hire Smart – 3 Simple Ways to Improve Your Hiring Effectiveness

April 22, 2009

Performance, even with individual contributor roles, involves working with other people: other employees, supervisors, subordinates, clients, or vendors. To get a sense of how a candidate will perform requires a good sense of three or four elements – not just one.

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[Land O'Spin] What Can Genentech’s Art Levinson Tell “Britain’s Got Talent” Susan Boyle?

April 20, 2009

What often makes great leaders and business managers possible is that they are “right time, right place, and right skills” for that moment, and at their impactful best when they have the fortune of being able to signal by appearance or manner that change is imminent. If they can get traction – rather than being derailed early – great things are possible. Great leaders are rarely like their predecessors because conditions are seldom static.

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[Land O'Spin] How to Find Great Talent: Susan Boyle and Other Discoveries

April 17, 2009

The key to assessing talent is to suspend judgement and belief, and closely observe what people do – not what they say they’re going to do, what they said they did, or the packaging or wrapper on how they present what they do / did / or will do. It is a hard thing to do for some at first, but surprisingly easy as you practice it. When you get to the point where – like a sing-a-long ball on a sing-a-long musical, you can strip away all the façade and assess talent for what it really is.

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