Jesse Jacoby identifies a few of the core issues that can arise when bringing a new manager into the workplace.
Good things are possible when new managerial blood is brought into an organization. For one thing, there are often fresh ideas. You know yourself how easy it is to get so close to something that you can’t see the forest for the trees. You can’t see a solution that’s obvious to someone from the outside. And, of course, if you don’t grow, then the status quo will feel normal. It will be the thing that you sub-consciously pursue. If you were asked point blank if this was your goal, then you’d deny it outright; nevertheless, it wouldn’t change the fact that you were in a rut and loving it.
This article covers:
-Changes to an organization’s culture, or that of a department or unit
-The dangers of bringing in new blood
-Recognising and dealing with repercussions
Read the full article, A Managerial Transfusion: The Danger of New Blood, on the Emergent Consultant’s website.
Geoff Wilson explains what Andrew Luck’s recent retirement from football should teach executives about protecting top talent.
If you are an organizational leader who is leaning on a few star talents surrounded by a supporting cast of also-rans to ‘gut it out’ on a daily basis, you are playing a very dangerous game. Because when your top talent has had enough–when you have extracted enough of their soul by asking them to jump on yet another grenade dropped by a poor performing organization–it will be fully justified to go elsewhere.
And, if you aren’t doing this explicitly, it might be good to take a moment and reflect on whether you are doing this implicitly. Take a look at the team you lead and ask whether you are leaning a bit too heavily on a talented few. Take a look at the organization you lead and ask whether you are counting too much on a few talented teams to carry the rest of the organization.
Do this not because you have the time to do it. Nobody does. Do it because you can’t afford to grind your top talent down to a joyless nub.
Read the full article, What Andrew Luck just taught us about protecting top talent, on Wilson Growth Partners’ website.
Christy Johnson shares highlights from the 2019 Project Ascendance Summit and reflects on commonalities among the Gen Zers workforce, including what they expect from companies.
Giving back has been at our core from the beginning. The Artemis Connection 4.5% Promise supports our vision of creating a positive impact so everyone can reach their full potential. It is our commitment to helping change lives, communities, and organizations. Each year, we dedicate 4.5% of our time through pro bono work, volunteering, and board involvement in communities across the country.
Points included in this article:
-Commonalities among Gen Zers
-Strategies used to respond to the changing workforce
Read the full article, We Believe in Giving Back – 4.5% Annual Report 2018-2019, on the Artemis Connection website.