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Southland Industries CEO Ted Lynch: The Seven-Year Stretch

The process of CEO succession planning can be a long one. Just ask Ted Lynch. After a five-year decision making process, Lynch has been named the next CEO of Southland Industries. Here’s the catch, he won’t take the reins for another two years. But despite the wait, Lynch seems to be pleased with the planning process.

Jennifer Pellet CEO Interviews , Leadership & Strategy , Talent Management July 20 2011

Management Styles: Finding and Fixing Your Achilles Heel

The position of CEO is highly visible and one where personality and leadership style can help or hurt a company’s image. Even the most successful leaders have a weak spot. What’s yours? And what can you do about it?

Cheryl Strauss Einhorn Leadership & Strategy , Personal Effectiveness , Talent Management July 11 2011
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Can Healthcare Be Fixed?

Healthcare reform is a hot topic among politicians and business owners and as CEO of Premier, an alliance of more than 2400 hospitals and 70,000 non-acute healthcare sits, Susan DeVore says that healthcare reform will happen one way or another. Here’s what DeVore sees as the future of healthcare.

Jennifer Pellet CEO Interviews , Health/Benefits July 4 2011

IBM’s Corporate Evolution by Design

An iconic brand, IBM has evolved over the years as it introduced new technology and products. What hasn’t changed, however, is the corporate culture. In the 1960′s, longtime CEO Thomas J. Watson Sr. knew that in order to be successful a company, IBM had to adhere faithfully to its core beliefs. Here’s how Sam Palmisano has reinforced core company ideals.

Steve Hamm Culture , Leadership , Leadership & Strategy July 1 2011

Storytelling: A Tool to Engage and Align Employees

Strategic planning language can be the same for a number of businesses. The words “optimize,” “integrity” and “innovation” are words that most CEOs will use when discussing their brand. In order to stand out, and to really define your purpose and strategy, you need to think out of the box. Storytelling is a way to do that — you will engage your employees and customers in ways that branding buzz words can’t.

Bill Baker Engagement , Leadership & Strategy , Talent Management June 30 2011
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The Price of Employee Disengagement

There is a direct correlation between a company’s level of employee engagement and its revenue. If you’re not focusing on your employees’ engagement, you could be losing money. Here are some examples of employee disengagement (what NOT to do) and an exercise to get you started on increasing your employees’ engagement.

Richard P. Finnegan Engagement , Talent Management , Talent Management June 28 2011
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Employer Tax Changes Triggered By Health Care Reform

Provisions of the Patient Protection and Affordable Care Act won’t go into effect until 2014, but all business owners should sort our their employees’ benefits beforehand. There will be a burden on individuals to maintain “minimal essential coverage,” but if employers do not cover certain types of individuals, they will be fined.

Vishal S. Petigara Governance/Compliance , Health/Benefits , Talent Management June 22 2011

Two Steps to Improve Employee Retention & Engagement

The key to employee retention is ensuring you have talented and personable supervisors on staff. Studies show that employees who have good feelings about their bosses also have good feelings about their jobs, pay and benefits. So why do only 14% of companies hold supervisors accountable for employee retention?

Richard P. Finnegan Retention , Talent Management June 3 2011
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Engaged…and Headed for Divorce

Just because an employee is working hard at their current job doesn’t mean that they aren’t looking for a new one. A recent study says that only 42% of people are satisfied with their jobs and a huge 96% would take a call from a recruiter about a new career opportunity. What are you doing to keep your employees at your company?

Richard P. Finnegan Engagement , Retention , Talent Management May 27 2011
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M&A 2011 Style: The Cultural Fit Factor

Why do 75 to 80 percent of mergers and acquisitions fail to meet financial projections or return on shareholder value? Companies ignore the necessity of culture fit when combining workforces. An enormous amount of money is being lost; here’s how to capture it.

Lizz Pellet Corporate Finance , Culture , Mergers & Acquisitions , Talent Management May 26 2011

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