Blog Archives

Crossing the Age-Gap

An analysis of 20 studies with nearly 20,000 people revealed slight and inconsistent differences in job attitudes when comparing generational groups. While many love to point out that younger and older people are more different than alike, research refutes this

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The Generationally Diverse Workforce

A relatively new phenomenon in today’s workforce in all developed counties is the presence of five generations of people – silent or traditional (born before 1946), baby boomers, (born approximately between 1946 and 1964), generation X (born approximately between 1965

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Six Questions to Becoming an Influential Leader

As leaders we must always be pursuing new avenues that can improve or enhance our overall leadership influence. In today’s global economy, we must continually transform our own leadership effectiveness, the performance of our people, and the overall productivity of

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Behaviour Drives Performance Excellence

There is a fundamental truth about organizational performance. The majority of people you know, yourself included, have a legitimate need for highly effective, functional relationships – personal, familial, and professional. Here is the reality check. Few people are willing to

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Connection – Be Part of the Solution (Not the Problem)

I recently had a conversation with a friend about a conversation he had with the pilot of the plane before boarding for a trip. The pilot was clearly not happy and he indicated that senior management was so detached and

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Let Behaviour Drive Performance

When you think about behaviour competency to drive performance, consider the following key behaviour skills, and then ask yourself if you are guilty of making the assumption that your people are aware of and competent in these abilities: 1. Build

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Positive Presence As A Business Improvement Strategy

The cultural and managerial aspects of lean are possibly more important than the actual tools or methodologies of production itself. The role of organizational leaders is the fundamental element of sustaining the progress of lean thinking. In 2001 Toyota formalized

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