The Daily Recruiter

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

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“The Workplace Is Killing People and Nobody Cares”

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Article Written by:  Dylan Walsh, www.gsb.stanford.edu

Jeffrey Pfeffer has an ambitious aspiration for his latest book. “I want this to be the Silent Spring of workplace health,” says Pfeffer, a professor of organizational behavior at Stanford Graduate School of Business. “We are harming both company performance and individual well-being, and this needs to be the clarion call for us to stop. There is too much damage being done.”

Dying for a Paycheck, published by HarperBusiness and released on March 20, maps a range of ills in the modern workplace — from the disappearance of good health insurance to the psychological effects of long hours and work-family conflict — and how these are killing people.

Pfeffer recently sat for an interview with Insights. The following has been edited for length and clarity.

I was struck by the story of Robert Chapman, CEO of Barry-Wehmiller, standing in front of 1,000 other CEOs and saying, “You are the cause of the health care crisis.”
It’s true. He takes three points and puts them together. The first point, which is consistent with data reported by the World Economic Forum and other sources, is that an enormous percentage of the health care cost burden in the developed world, and in particular in the U.S., comes from chronic disease — things like diabetes and cardiovascular and circulatory disease. You begin with that premise: A large fraction — some estimates are 75 percent — of the disease burden in the U.S. is from chronic diseases.

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Few Do-Overs in Leadership, Instead, Do-Different

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Article Written by:   Art Petty; www.artpetty.com

In a perfect world, we would all start our roles as managers and emerging leaders fully aware of the behaviors and ingredients that promote success. In reality, the work of leading is learned through clumsy practice and (hopefully) refined over time. I for one would love a do-over for my ego-driven, “my way or the highway” early days as a manager. Unfortunately, there are no do-overs in leadership, just opportunities to do-different. For anyone striving to climb

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Is Your Org Chart Aligned with Your Growth Strategy? Four Questions to Ask Today

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Article Written by:  Don Lee, www.chiefoutsiders.com

Growth strategy conversations have accelerated in boardrooms of mid-market organizations across America.

There’s a growing recognition among CEOs that the people around the table may, in fact, may not be suited for the changes that have roiled today’s marketplace. As technology has assaulted brick-and-mortar businesses; a savvy public has flipped the consideration funnel on its head. As competitive advantages between like companies have grown razor thin, the gap between corporate strategy and the traditional org chart has become ever wider.

No longer is it simply appropriate, for example, to hire an old-school Chief Marketing Officer to manage traditional go-to-marketing strategies and tactics, when nearly 70 percent of CEOs expect that role to lead revenue growth.

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How To Retrain Older Employees

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Article Written by Joe Humphries, www.inddist.com

Most employers consider the benefits of training new employees, but they often forget about retraining older employees. Older employees can often get lost in the shuffle when it comes to training. Luckily, all is not lost with the older employee. There are plenty of ways to ensure your older employees get up to code with all the latest training materials.

The Benefits of Retraining Older Workers
Older workers can get lost in the shuffle when it comes to job training and placement. The longer a worker has been on the job, the more likely he or she will end up just another cog in the machine. Retraining older workers can give them a sense of purpose. It can help them understand that they haven’t been forgotten about. It can also help them pass “best practices” on to other employees.

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How to Make Your Speaking Voice Sound More Intelligent

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Article Written by:  Dr. Nick Morgan, PublicWords.com

You’re standing in the wings, getting ready to go on stage to give an important speech. If you’re like most people, you’re just a little nervous at this point. Well, OK, maybe more than a little nervous. Maybe you’re terrified. And maybe you’re asking yourself, how do I sound more intelligent, confident, dominant, and attractive than I really am in order to succeed with this audience?

Fortunately for you, Susan M. Hughes, from the Department of Psychology at Albright College, has carried out a neat little research study to help you do exactly that.

The results are more nuanced and surprising than you might expect.

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Small Details for Big Picture People

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Article Written by:  Eric Torrence, ThinDifference.com

For some of us, details are like the Dementors from Harry Potter. If “Dementor” is a foreign word to you, here’s how one of J.K. Rowling’s characters, Professor Lupin, described them: “Dementors are among the foulest creatures that walk this earth. They infest the darkest, filthiest places, they glory in decay and despair, they drain peace, hope, and happiness out of the air around them.”

For a large portion of people (including me), details drain peace, hope, and happiness out of the air around us. Perhaps that sounds melodramatic, but it’s how I feel whenever an Excel spreadsheet opens up.

Detail Oriented or Big Picture: Which Are You?
We all tend to fall into one of two categories: big picture or detail-oriented. Big picture people love grand visions, brainstorming new ideas, and Cliff Notes or “Executive Summaries.” Detail-oriented individuals love intricate systems, spreadsheets, and nuance. They probably do their own taxes.

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Pulling together your understaffed team

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Article Written by:  Naphtali Hoff, SmartBrief.com

You’ve seen it many times. The bickering. The lack of healthy communication. Folks sitting quietly at their desks, hoping to stay under the radar and not be burdened with more work, let alone someone else’s work. Others prioritizing their wants and needs over those of the team.

Territorialism. Silos.

Without question, silos and the turf wars that they enable devastate organizations by wasting resources, killing productivity and threatening goal achievement.

As demands increase, individuals start to think in terms of self-preservation and protecting their turf. Of course, this is the exact time when team members ought to be pulling together and complementing one another. Those that do can more than make up for shortages in manpower and individual expertise.

It’s the leader’s job to construct powerful, cohesive teams that support and rally around one another and complement each other’s skill sets.

So, how can you know whether your team needs a “pull together”?

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7 Power Tips For Having A Tough Conversation

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Article Found on Leadership Freak Blog

7 Power Tips for Having a Tough Conversation:

#1. Build positive relationships.

#2. Prepare carefully.

#3. Choose an effective location.

#4. Stay open.

#5. Get to the point quickly.

#6. Turn to the future.

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Here Are 5 Ways To Negotiate An Apology

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Article Written by:  Tanya Tarr, Forbes

What’s a key resource in any business? Relationships. Experts point to the value of strong relationships in developing success and leadership at work and in the world. But what if we accidentally jeopardize those relationships? We all make mistakes. Maybe it’s a botched meeting or a tragically double-booked day. Maybe you forgot about a conference call and logged on (accidentally) 15 minutes late. You didn’t calculate time zones correctly, or you just spaced out at your desk. Whatever the case may be, we have all been there. While concrete steps should be taken to avoid future mistakes, the way we recover and apologize can mean the difference between making a career limiting move or repairing and possibly strengthen work relationships.

This all comes down to the art of apology. While you might not consider an apology to be a negotiation, it absolutely is one. While I’ve written about the power of having a strong walkaway plan, there are times when executing your walkaway plan aren’t feasible. It also might be the case that walking away would be more damaging than negotiating the space where the disagreement lives.

Where a negotiation based on price involves a zone of possible agreements, negotiating an apology involves a zone of possible concerns. Respect and trust are the values being transacted. Taking the time to surface the concerns of your negotiating partner (or the person you missed the meeting with) is part of defining that zone of possible concerns. The other part of defining your zone of possible concerns is determining what actions will re-establish trust and strategically communicate respect. Let’s look at five ways to do this:

1. Be sincere, direct and clear in your communication. Principled negotiators often mention the importance of clear and direct communication. That might look like briefly stating the honest reason why something might have gotten fumbled and offer a short, sincere apology. I’m not talking about over-apologizing, which can be a hazard for some. This would be a situation where it’s clear you had direct fault in a negative outcome. The key here is to speak very plainly, own fault where appropriate, and pivot quickly to a solution. That solution might be a discussion on how you can make the situation right or how you will take steps to make sure it doesn’t happen again in the future.

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How Not To Let All Those Blank Stares Derail Your Talk

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Article Written by:  Anett Grant, Fast Company

Unfortunately, your audience won’t always be smiling and upbeat when you’re speaking in public. Here’s how you can prevent their poker faces from rattling your nerves.

How Not To Let All Those Blank Stares Derail Your Talk

Other people’s facial expressions affect you physically, not just emotionally. According to one recent study, seeing someone smiling can lower the body’s cortisol and stress levels. As a speaker, though, you may not always get those benefits when you need them most to calm your nerves. Many of your meetings and presentations will kick off with a sea of blank stares facing back at you, and it’s your job to avoid showing how intimidated you are and keep sounding interesting. These four tips can help you do exactly that.

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