Volume 2, Issue 2
An Investigation of How CEOs Connect with Employees
Today’s leadership has the potential to not only inf luence how a company is viewed but can also create positive momentum both inside and outside an organization leading to growth and sustained profitability. A senior appointment could be an encouraging signal that can give people a sense of the organization’s seriousness, purpose, and relevancy against the backdrop of a changing marketplace. A new leader can be life saving [think Edward Lampert at Sears Roebuck], life transforming [think Dick Fuld at Lehman Brothers] or the driving force of continued change [think Mark Hurd at Hewlett-Packard]. Read More...
Volume 2, Issue 1
Get “Real”
It strikes me that “authentic” is probably one of the most powerful adjectives you can use to describe a person or a company. Who among us doesn’t aspire to work for companies that are authentic…to have friends and colleagues who are authentic…to be authentic ourselves? Read More...
Volume 1, Issue 3
Why Don’t I Know?
For all of the dramatic impact developments such as globalization, technology and manufacturing parity have had on business over the past two decades, we often overlook the most dramatic impact of all — the disintegration of the ages-old “social compact” between employers and their employees. Read More...
Volume 1, Issue 2
The 22 Immutable Laws of Change Management/Employee Engagement: A contemporary look at a critical organizational discipline
In today’s complex, uncertain business environment, we realize that no organization can grow, prosper or even survive, without a knowledgeable, engaged and aware workforce. This includes leadership, management and employees at all levels. Read More...
Volume 1, Issue 1
Research/Measurement: So, What Did You Really Tell Me?
Now more than ever, PR professionals are pouring countless hours, lots of money, and too much angst into research, attempting to prove the value of their work while looking for guidance and direction to help them do their jobs more effectively. But are we really any smarter about what we’re learning? And, are we measuring the right things? Read More...
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