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July 18, 2012
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Leading Edge 
 
  • How to keep your team focused, motivated on a project
    Leaders should monitor and document projects while talking often with team members to prevent complacency from creeping in, write Priscilla M. Cale and David C. Tate. Employees also should be clear on the chain of command so problems can be reported quickly. Finally, they write, it's important to give quick praise when earned, but don't give critiques at the same time. MonsterThinking.com (7/11) LinkedInFacebookTwitterGoogle+Email this Story
Do-it-yourself vs. Doing it right
A highly-engaged workforce drives results and employee engagement programs are key to success. But most companies still lack on-the-ground programs for employee engagement and alignment. Learn how to leverage time and resources with a social recognition program in the whitepaper "Do-it-yourself vs. Doing it right".
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Sponsored Report: 2012 Global Outsourcing 101 
 
  • Next-Generation Outsourcing: New Technologies and Strategies Boost the Payoff
    Outsourcing may have once been all about saving money, but today, that’s just a starting point.  Savvy companies like KPMG are embracing a more strategic version of outsourcing that delivers the flexibility, innovation, and talent that helps them better take on -- and take the lead among -- the competition.  Time Inc Custom Content (7/23).
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Strategic Management 
  • Leaders must master change to keep businesses running smoothly
    Leaders must "understand and master" today's rapid pace of change, not just cope with it, Kevin Eikenberry writes. Leaders should examine what will change soon and what will change in the long run -- and what's not changing at all. "When change is swirling around you, take time to find and apply timeless principles of success to your change situation. Then recognize that human nature is more stable over time than we might think," Eikenberry advises. KevinEikenberry.com (7/16) LinkedInFacebookTwitterGoogle+Email this Story
  • Dedicate the time to developing a strategy map
    Companies must set aside time for regular strategy sessions, but these get-togethers must also be managed well, write Chris Bradley, Lowell Bryan and Sven Smit. Leading officers and the board of directors should focus on a limited number of goals and allow for an ongoing process for reviewing and implementing initiatives. The authors also advise board members that "the strategy of the company will not be carved in stone" and thus to be prepared to implement alternate strategies. The McKinsey Quarterly (free registration) (7/2012) LinkedInFacebookTwitterGoogle+Email this Story
Innovation and Creativity 
  • How to use innovation as a weapon, not a shield
    Innovation should be planned for, not done only in reaction to competition, writes Jeffrey Phillips. To do that, leaders must set goals for innovation, stick with them and ensure that innovation has the support of top managers. "If you say you want innovation, be sure to provide the commitments necessary to sustain it," Phillips concludes. Innovate on Purpose (7/16) LinkedInFacebookTwitterGoogle+Email this Story
The Global Perspective 
Engage. Innovate. Discuss. 
  • 3 ways to build employee trust (besides not lying)
    Dishonesty small and large has led to widespread distrust of business, and the most obvious fix is to stop lying to customers, writes Bill Tolany. However, the deeper problem may be that people don't trust their employers. Be transparent, embolden your employees to know and own their jobs, and don't leave struggling employees in limbo, Tolany advises. SmartBrief/SmartBlog on Leadership (7/18) LinkedInFacebookTwitterGoogle+Email this Story
Daily Diversion 
  • Flower thieves foiled by trowel-wielding gardener
    Armed only with a garden trowel, a British gardener fended off two thieves trying to abscond with his petunias. Harry Cook, 67, saw the men placing his award-winning plants into their van. He grabbed his trowel and demanded the men "put the blooming things back," which they did without a fight. "It was probably lucky for the van man because my wife, Patricia, was at Wimbledon watching the tennis but if she had been with me she would have been at my side and they would have had two of us to contend with," Cook said. The Telegraph (London) (7/17) LinkedInFacebookTwitterGoogle+Email this Story
 
Position TitleCompany NameLocation
Vice President of Enterprise Sales - Integrated Marketing ServicesMerkleNationwide, United States
Office of General Council - Director, IT AuditAARPWashington, DC
Senior Vice President Resort Operations Revel EntertainmentGreater Philadelphia Area, PA
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SmartQuote 
Most people think in terms of dichotomies: strong or weak, hardball or softball win or lose. But that kind of thinking is fundamentally flawed."
--Stephen Covey, leadership guru, as quoted by Get In Front Communications
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