Prepare for the future of IT for job security: Computer World published several articles on Big Data, jobs and CIO issues relating to same. I include them here because I suspect they are important for any CIO wrestling with hiring talented Big Data employees and defining those jobs. Continue reading…

Comments (1)

Me: “What’s your goal for this new career move?”

20-Something: “I want to make as much money as I can as fast as I can.”

Me: “What are you willing to do to achieve that goal?”

20-Something: “What do you mean? I will work, get promoted and make a lot of money.”

Recent Executive Coaching clients have been challenged with how to motivate and manage the 20-Somethings, or the “Entitlement Generation” as they are sarcastically named. The Execs tried all the traditional career development techniques, created incentives and offered a lot of recognition – with no affect. Demands for more money and promotions continued and the complaints and low morale had a deleterious affect on the rest of the team, the timeline and the Exec’s confidence as a team builder. Continue reading…

Comments (5)

What does it take to move up the corporate ladder?

First, you have to find it. In most companies, promotions are earned, not given. Many people, especially those young in their career, believe time in service is the rational for promotion. Not true. It is value add. Those who might promote you want to see candidates can take on more responsibility or add value in some other way. Otherwise, there is no reason to promote. Continue reading…

Comments (0)

High employee retention as an indicator of strong leadership. Managing unwanted attrition.

When an executive comes to me with an employee problem I always ask how did this happen? How did it get to this point? The answer is often, “They didn’t tell me there was an issue.”

If blind sighted with employee issues, a close look at the management style and outcomes is in order. Is it possible there does not exist an environment or opportunity for employees to discuss issues? The problem [and the resolution] rests with the executive, not the employee. Continue reading…

Comments (0)

Open letter to managers who aspire to be leaders.

You say you want to motivate me, to garner a loyalty so strong I will work long hours when a crisis hits and take time to bring others up to speed, that I will refer my friends as prospective employees.

You tell me you are proud of your track record and want to be known as the person who brought game changing products and services to market.

And you will measure your success by low attrition and praise from your management. Continue reading…

Comments (0)