The Daily Recruiter

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

Why Do I Trust You?

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“By Becky Robinson, of BeckyRobinson.com”

On a cool summer morning, a person I’d never met before dropped by for coffee. Introduced by a friend (virtually), she followed up to meet me in person. I liked her instantly, and we connected easily. Part of my trust in her came from my friend’s introduction. Because he trusts her, I trust her. But my experience in meeting her increased my trust.

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Why Your Managers and Firm Get Hiring Wrong and What to Do About It

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The hiring process is abysmal in a good number of the firms I encounter in my work as a consultant and coach. Everyone nods their heads affirmatively when they talk about the need to get the right people in the right seats. And then they proceed to contradict themselves by executing a series of what can only be described as bone-headed processes that would stress the patience of a statue.

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Give the Millennials What They Want—Great Leaders

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“By Marcia Reynolds, of 101Article.pro”

Employees are finally speaking up, holding bosses accountable for being true leaders and walking away from their jobs when their needs aren’t met.

“Why can’t she just be happy with the job she has?” It’s a common question managers are asking today—and one I recently received at my leadership development program. I answered it with another question: “What are you doing to help her appreciate her work?”

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12 Things Even the Best Leaders Can Forget

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“By John Rampton, of 101Article.pro”

Leaders have a lot to do, so sometimes they forget things—important, big-picture things.

Leaders might seem superhuman at times. They aren’t. They’re mortals, just like anyone else. And with a lot on their plates, caught up in the details of their role, they can forget to do things—big-picture things, like the 12 below.

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3 Questions Leaders Should Ask Their Team

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“By Mario Moussa and Derek Newberry, of  FinanceInBusinessLife.com”

The executive team at Ford Motor Company in the 1950s made one of the best decisions and then one of the worst decisions in company history. Our research and experience at the Wharton School tells us that the Ford team is not alone in its schizophrenic decision-making; even the smartest groups often make poor choices. Understanding why can help you ensure that you consistently get the best out of your top team. Let’s look at what went right, and then wrong, at Ford.

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5 Ways to Show Up Like a Leader and Build Culture Every Day

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“By LeadershipFreak.blog”

#1. Know why you’re showing up.

  1. How do you want people to feel about themselves when you’re around?
  2. How do you want people to feel about you when you walk away?
  3. What do you want people to think about after you leave their area?

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Is Humble Leadership About How you Act or Who You Are?

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“By Bernie Swain, of BernieSwain.com”

Since the financial crisis and great recession deflated a lot of big egos, humility has come to the fore as an essential trait of successful leaders. The arrogant, my-way-or-the-highway swaggerer has given way to the empathetic, humble servant. A number of academic studies confirm that it’s a good thing. Researchers at the University of Washington Foster School of Business, for example, found that the most effective leaders tend to be humble people.

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How to Prepare for Difficult Conversations with Longtime Employees

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“By Zeynep Ilgaz, of SwitchandShift.com”

You and your longtime employees have gone through a lot together. You’ve developed a special bond as the company evolved, and you might even hang out together on the weekends. What if one of these individuals began underperforming or acting dishonestly? Would you feel uncomfortable confronting him or her about it? As evidenced by Wells Fargo’s recent scandal, company leaders of all types struggle to address this scenario. In fact, more than one-third of managers admit to shrinking away from giving direct feedback to employees when they anticipate a negative reaction. Despite a potentially awkward confrontation, the consequences of letting a longtime employee underperform can be severe. To keep their companies moving in a positive direction, entrepreneurs must learn to address this situation before it turns into something worse.

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How to Fight a Fire (Self-Coaching in a Crisis)

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“By Ed Batista, of EdBatista.com”

Most of my coaching clients are CEOs of rapidly growing companies, and while their work is always demanding and dynamic, sometimes they face a full-blown crisis, a threat to the organization’s existence that will require their maximum effort. These are the situations that truly test a leader’s ability to self-coach, to manage themselves effectively while also guiding others. Here are four factors that have helped clients who’ve had to surmount a crisis:

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New Employee is Making My Old Employee Look Bad…Now What?

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“By J.T. O’donnell, of WorkItDaily.com”

New Employee Is Making My Old Employee Bad, Now What?

Employee POV: I’ve been a loyal employee for 10+ years. I helped the company through some tough years. Recently, my boss hired a much younger employee to help with additional workload. The new guy is definitely more tech-savvy than me, works a lot of overtime, and is getting a lot of attention for how well he is producing. Meanwhile, I’m sensing a cold shoulder from my boss. He’s been more critical of my work and less chatty with me. Should I worry about losing my job? I can’t imagine they’d let me go, I’ve got a lot of company knowledge.

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