Steve El-Hage

If you want to quit because you want to do something else or it’s not for you anymore, that’s a good reason. People aren’t going to work at your company forever. But if you’re quitting because the environment is driving you crazy, as CEO that’s something I can control and shape.

Steve El-Hage

Be very thoughtful about who’s in the interview loop, and make sure everybody in the loop has veto power. If you don’t care what somebody thinks, don’t put them on the panel. And if you do care what they think, make sure that you empower them to have responsibility in the process.

Jeffrey Pfeffer

If you have technical skills without influence skills, you’re not going to go anywhere cause you can’t get anything done. If you have influence skills without technical skills, you may go places but you’ll get the wrong things done. So you really need both.

Molly Graham

When assessing a low performer, the most important set of exercises to run through are: What is this person’s job? What is expected of them? Do they know that? And then once they do, do they have the desire and the energy to fix it? Then you can go to them and clearly explain, “Here’s what’s expected of you. Here’s what you’re delivering. And here’s … [ Read more ]

Molly Graham

Most people can be exceptional and perform way better than they are today, under the right set of circumstances. And so the question for managers is whether those circumstances can exist in the role that that person is currently in, elsewhere in the company, or if it’s just not a fit at all.

Molly Graham

As a manager, one of the best things you can do is to take your high-performers and make bets on them, stretching them and seeing what they’re made of. Sometimes people are capable of 10X of what you have them working on today. You just have to help them get there.

Jon Katzenbach, Chad Gomes, Carolyn Black

Feelings are messengers of needs. Meeting needs unlocks positive feelings and energy; neglecting needs does the opposite. By integrating business objectives with meeting people’s needs, companies can make sure the strong wind of a positive emotional force is at their back. Emotions and feelings bring our needs — human requirements for survival — to our attention and strongly move us toward meeting them. 


Our feelings … [ Read more ]

Eric Hoffer

An autonomous existence is heavily burdened and beset with fears, and can be endured only when bolstered by confidence and self-esteem. The individual’s most vital need is to prove his worth, and this usually means an insatiable hunger for action.

Eric Hoffer

Where self-advancement cannot, or is not allowed to, serve as a driving force, other sources of enthusiasm have to be found if momentous changes, such as the awakening and renovation of a stagnant society or radical reforms in the character and pattern of life of a community, are to be realized and perpetuated.

Chris Holmberg

Coaching is about looking beyond solving short-term problems and instead training people to uncover their own self-limiting mental habits, because only then is true, long-term transformation possible.

Sally Helgesen, Tomas Chamorro-Premuzic

Business scholar Tomas Chamorro-Premuzic demonstrates, women’s confidence almost always aligns with their level of competence — or falls below it — which is not usually the case with men, especially at leadership levels. This is true primarily because the number of overconfident men tends to be relatively high. And overconfidence, and the assertiveness it engenders, can be extremely helpful to someone pursuing a senior position, … [ Read more ]

Susan David

If you tell your employees that you want them to embrace teamwork, but then reward your work force based on what they accomplish individually, you’ve undercut your message. In all likelihood, the consequence will be that employees who want to be considered for a bonus may no longer want to perform or support “unseen” collaborative work, which, despite what the company posits, goes unrewarded.

Massella Dukuly

As humans, our brains are wired for bias. This means that we have to be intentional and systematic about welcoming diversity and establishing equity and inclusion. You can’t just assume inclusion will sprout organically once you’ve introduced more diversity.

First Round Review

When it comes to Diversity, Equity, and Inclusion (DEI) strategies, companies tend to concentrate their energy on hiring and sharing reports about “diversity data” instead of examining the existing dynamics within their own walls. Since the former deals in numbers, and the latter involves squishier concepts like belonging, the “I” in the acronym is too often left out. And that has a real impact on … [ Read more ]

Chris Powell

Trust and transparency are the two biggest factors that impact engagement metrics, and if you don’t share survey results, you’ll erode both. You don’t have to do everything employees want, of course, but explain why you’re moving forward with some ideas and not with others. Organizations tend to do a poor job with the ‘why.’ They tell the team the ‘what,’ but not the reason behind … [ Read more ]

Tera Allas, Bill Schaninger

Research shows that as people gain power, they lose the ability to judge a situation accurately, particularly with regard to how others will perceive their actions. They also lose some of their ability to empathize with people in positions of less relative power. Organizational leaders can tackle this tendency directly. While training courses for soft skills—such as providing and receiving feedback—need to become a more … [ Read more ]

Kate Rockwood

In addition to “inherent” diversity (a mix of age, race, and gender), the strongest teams have people with “acquired” diversity, such as military experience, foreign language skills, and time spent abroad.

Eric Sauvage, Charles-Etienne Bost, Samuel Cazin, Luca Olivari

Expertise is the starting point of any added value. It exists both individually and in teams, both centrally and locally. The key is to identify and then leverage it. Experts should be identified, recognized, and shared wherever they can add value. Some experts are so important that they should spend half their time answering direct requests. They should be mobile, in order to allow delivery … [ Read more ]

Jeremy Stanley

The most important reason not to pre-screen [job candidates] is that it removes a huge source of initial bias. Many incredibly talented candidates won’t have the education or experience recruiters are trained to look for. This not only means you lose out on great candidates, but you’re also going to be competing furiously for those few candidates that look good on paper — everyone else … [ Read more ]

Jeremy Stanley

We designed our [hiring] process to test these [quantitative] skills first, then move on to more subjective (yet still measurable) skills like problem solving and communication. Only at the end do we get to the most subjective of all — how the candidate works on a team and fits into the culture. These later stage, more subjective criteria are the most time-consuming to evaluate and … [ Read more ]