Archive for February, 2010

How to Keep Good Employees in a Bad Economy

As we make our way through the challenges of the global economic crisis, high-impact performers are in demand. I'm speaking here of the indispensible workers who are willing to do what it takes to help the company succeed even in the most difficult of times.


Entrepreneur's Bill of Rights

The following article was written by a college classmate of mine, Lara Druyan , who is now a General Partner in the Silicon Valley Venture Capital firm, Allegis Capital. Allegis invests in early stage companies developing enabling technology and software to serve emerging markets. Ms. Druyan earned her B.A. from the University of Chicago and her M.B.A.


The Mark of a Great Leader

Years ago, when most organizations were based on the hierarchical business model of the Industrial Age, great leaders were those who were unemotional, rational, even mechanistic. Those days are gone. Today's leader, especially one who is in charge of a dynamic, global organization, finds himself or herself in desperate need of one key trait — self-awareness.


Lessons Learned from Valentino

I just watched the documentary Valentino: The Last Emperor in which a film crew followed Italian designer Valentino around for about 2 years. It was a really fascinating look at one of the most creative and influential designers of the century. As I watched the documentary, and drooled over the amazing dresses he designed, it occurred to me that entrepreneurs can learn from his career. In my opinion he did some things really right and a few things really wrong: Valentino's Smart Career Moves: 1.


Free Job Board Demos? It Happens In The U.K.

Imagine 70 or so of the largest job boards in the U.S. volunteering to disclose their site demographics and user details and have all the data made available to the public? For free


10 Web Designers Create a Resume

The Web Design Source had a really cool contest to see what 10 great designers would do with the same person’s resume.


Succession Planning: More Than Just a Replacement Strategy

There are three reasons to do a succession plan, and identifying a replacement for the CEO and select top executives is only part of one of these reasons. The three reasons are: Replacement for key employees To support anticipated growth To address and deal with talent shortages Unfortunately, however, succession planning is too often considered an exercise, a means to an end, a human resources task to be checked off and moved into the done pile. This is absolutely the wrong way to think about succession planning. Succession planning is a talent and organizational improvement initiative that enables a business (i.e. your organization) to grow and thrive now and in the future


A Think Piece: How HR Caused Toyota to Crash

Unless you have been living off the planet Earth, you have probably already read or heard about several mechanical failures in Toyota automobiles that led the auto maker famous for quality to recall nearly nine million cars worldwide. In addition, poor handling of the issue in the public eye has damaged the automaker’s brand reputation and caused sales to decline to their lowest point in more than a decade. This think piece wasn’t written to inform you further about the mechanical failures, but rather to reflect on the following premise: Toyota’s current predicament is a result of poorly designed practices and weak execution on the part of the human resource department! To Find the Root Cause, You Must Look Beyond Gas Pedals The mechanical issues plaguing eight Toyota models are not the result of human resource professionals assuming product design roles and producing faulty accelerator pedals and onboard computers, but anyone who has studied failure analysis knows that the breaking point of a product or service is seldom the underlying or root cause of the failure.


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