The audio version of this article can be found here, plus an archive of past publications
What allows a few corporate leaders to take risks so effortlessly? And why are so many of the rest over-cautious, trapped in behaviors that leave staff uninspired and disengaged? These tough questions resist one-size-fits-all answers but much can be learned from the leadership of Dr. Martin Luther King.
Few realize that he died with a disapproval rating of 75%, higher
Source:: Why Effective Leaders Never Play It Safe
Today, CaribHRForum announces the end of Beta PlayTesting and the launch of its new network:
If you have ever searched for advice, support, a quick connection or even an opportunity to share your expertise, find out more about this unique professional network now.
(Yes, it’s free.)
Click here for the audio version.
What can be done about the apparent high level of dissonance between local brands and their respective customers? Most executives and customers at companies like JPS, Digicel and NCB want a close, trusted relationship, but why do managers complain that this outcome is harder to deliver than ever?
As a consumer, I notice that the brands I frequent spend a lot of time and energy shouting (i.e. advertising) at me.
Source:: How to Reach Customers with Engaged Communities
You can find the audio version of this article here.
We Jamaicans have a difficulty noticing high standards, even when they hit us right in the face. This habit ruins organizations when leaders are the worst culprits.
For example, even our savviest business leaders sometime fall for hucksters who promise miracle “opportunities” which provide instant, effortless riches.
Case in point: I recall intelligent friends trying to convince me that Olint and Cash Plus were legitimate ventures being
Source:: Why Your Business Needs a Mature Relationship to Standards
It’s obvious in hindsight. Our very best customer service memories happened when something special left us different than we were before. As a result, when we approached the seller again, we were not the same person: we had been transformed.
Lest you think this is an impossible task for your business, take another look. This transformation can happen anywhere. For example, my local pan-chicken man offers more than food in each interaction. It helps that his
Source:: How your business can sell a transformation
For most companies, staff engagement is just like a religious belief: Someone either has it or doesn’t. This separation between those who are blessed or cursed is familiar to any church-goer, but does it have a place in corporate Jamaica? There may a better way starting with a key assumption.
Many managers assume that high performance is an innate characteristic. “Is so dem stay!” is a retort that ends arguments. In their mind, it’s due to
Source:: How to Gamify Employee Engagement
There’s a certain false comfort which comes from believing that your organization’s profitability will always occur in the same way, year after year. That is, until the magic stops. When a disruption takes place, you must face the facts: your products are stale, your people disengaged and your loyal customers are doing business with someone else altogether.
Now, it’s time to transform your business, except that you are too late. The perfect moment was several years
Source:: Change your business model
If you are an HR Professional in the Caribbean, you just might be in time to complete an important survey…
I meet Human Resource Professionals across the region all the time and one their complaints is that they feel alone.
They may be a member of a professional body, but the key is to have the kind of close, 24-7 relationships they enjoy on places like Facebook or Whatsapp.
The fact is, they are often too busy to meet others face to face, but they still want to feel as if they belong… as if their work matters.
We’re hoping that the new online community we’re creating at CaribHRForum will provide this experience. This new platform we are customizing is unlike anything I have ever seen, but it will only work if we fit it to your needs.
Tek a 2 minutes and mek us know dem noh?
Why do managers sometimes flounder when they become executives? One reason: their new role requires them to create a corporate strategy. It’s a task for which they have never been trained.
I have often told the tale of the just-promoted manager who, everyone soon discovers, was elevated based only on his technical skills. As the rubber hits the road, it becomes clear that he is ill-prepared.
Another similar problem occurs when a manager is appointed to
Source:: Key Strategic Skills Managers Must Master to Become Executives
Note – in this column, I have also prepared some audio notes to expand on some of the ideas that would not fit within the limits of text. Click here to listen in.
In most Jamaican companies, there’s an unquestioned assumption that long staff tenure is an indicator of strong company loyalty. Maybe it’s not. I suggest that as the economy grows it may reveal a deeper truth: these benefits occur with a high price
Source:: The High Cost of Low Turnover