The Daily Recruiter

The Ezine for Executive Managers … brought to you by The SearchLogix Group.

Warmth a Skill Leaders Need

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“By Loran Nordgren, KelloggInsight”

When it comes to success in leadership, there has never been just one playbook. Some leaders are extroverts, natural mentors, and charismatic speakers; others prefer to lead by example and take a more hands-off approach.

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No One Wants You

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” By Kristi A. Dosh, Fastcompany”

You already know that landing speaking gigs can help your career, company, or personal brand. That’s why you took a public speaking course in college and study TED Talks for tips from the pros. But useful as that can be once you actually get up onstage, it won’t teach you how to pitch and land speaking gigs to begin with. To start getting more speaking dates on your calendar, you may have to stop committing one of these common blunders that even the most effective speakers tend to make while pitching themselves.

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“Compliant” Workforce

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“By Sue Bingham, Smartbrief”

In my experience, most leaders want to cultivate a work environment where employees feel like valued individuals — they’re just terrified of being sued. This may explain why HR departments are often empowered to focus solely on mitigating the risk of bad apples.

And employees can tell: A survey by Globoforce found that 47% of employees don’t believe their employers care about developing a “human” workplace.

In a wonderful onboarding program I was fortunate to participate in, new hires were asked about previous negative work experiences. One woman shared that when her grandmother (who had raised her) passed away, her employer wouldn’t allow her any bereavement time off. Company policy applied to “immediately family” only, and her grandmother didn’t meet that definition.

This very specific policy allowed no room for human judgment; the result was barbaric treatment of an employee. The best possible outcome of a rules-based environment is a culture where people are compliant — and nothing more.

But there’s another way. You can win people’s hearts and minds and inspire commitment, not just compliance, by promoting originality, compassion, and autonomy when handling employee issues.

There are three ways to do this:

1. Focus on the 95%.

In my experience, only 5% of employees put in minimal effort and take unethical shortcuts. The other 95% are responsible adults who take pride in their work. Rather than demoralize them with negative assumptions, create a workplace where they can do their best every day.

If a performance problem develops, assume the individual will want to solve it rather than fall back on an ineffective discipline policy. Enforcing the same policy for everyone drives away good people, hurts productivity, and damages your credibility as a leader.

2. Hire HR people who “get it.”

Let’s face it: Most HR leaders have been trained for risk mitigation. CEOs hire these people without much thought and brush it off as a cost of doing business. But it’s up to the CEO to avoid these people.

Look for progressive HR professionals who can help prepare your organization for change. If you are worried about hiring the wrong person or have trouble finding a good fit, consider taking advantage of the gig economy to contract with a progressive leader on a project basis.

3. Let policy assert your values.

If you aren’t trying to create a workplace where people think the leaders are waiting for them to slip up, don’t establish policies that give that impression. Develop a handbook that engages staff and feeds job satisfaction while communicating clear expectations.

Knight Transportation, for example, decided its lengthy driver handbook was largely unnecessary and cut it down from 160 pages to one laminated page that drivers keep in their trucks as a readily accessible reference. Recognizing that each of its drivers is entrusted with costly assets and valuable cargo, Knight’s leadership wanted the new one-page playbook to reflect that trusting adult relationship.

Most of your workers want to do well in their jobs and contribute to company success. Don’t let bureaucratic policies stop them from succeeding in those goals.



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Why We Hear More

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” Article courtesy of Farnam Street

It’s a classic complaint in relationships, especially romantic ones: “She said she was okay with me forgetting her birthday! Then why is she throwing dishes in the kitchen? Are the two things related? I wish I had a translator for my spouse. What is going on?”

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5 tips to public speaking

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article courtesy of  Barbara.Nixon”

So, this week I did something that pushed me way way out of my comfort zone. Something that to be honest I never thought I’d ever do (but actually something I’d secretly wanted to have a go at) and definitely something that taught me so much about me as a person.

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Talking about political topics

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“By John R. Stoker, SmartBrief”

Although many people have had business communications training, some still approach difficult conversations with a degree of fear and trepidation.

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Five Bold Choices

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” By Jay Coughlan, CEO & MD, TruBalanced”

Everybody in leadership has some adversity from time to time. The great leaders, the ones we remember and revere, are the ones who find a way to win and move forward with the least collateral damage. Leaders like that are unique, and they do unique things in their organizations, inspiring others to keep moving forward as well.

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Can You Keep a Secret?

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By Maya James , of  Thin Difference”

I recently bought an apartment. I mean like still have a couple of boxes to unpack, recently. As most of you know from first-hand experience or can imagine, purchasing property of any size can be daunting. To some extent, it was, but not nearly as bad as it could have been, and I think I know why. For the first time in my adult life, I have consciously done something extremely progressive for me. I have been keeping more secrets. Not bad secrets. The good kind — my joys, projects, dating exploits, large purchases (like my apartment) and travel plans. And it feels so good!

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“By Travis Bradberry, Business Guru Club”

Having close access to ultra-successful people can yield some pretty incredible information about who they really are, what makes them tick, and, most importantly, what makes them so successful and productive.

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“article courtesy of Leadership Freak”

#1. Complain a little and move on. “We’ve talked about this the last three times we met. How might we move on?”

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