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Why Culture is The Basis of Building & Investing: What Carlyle Group’s Example Holds for CEOs

Billionaire buy and hold investor Ron Baron says he invests in people, not companies. Before he opens his investment war chest, he dives deep into a company, actually meeting the leadership and seeing the tone they set from the top. No matter how “successful” a company looks on paper, it’s the meet and greet and getting to know the people involved in the organization and their culture that seals the deal for him. Peeling back his 25 billion investing portfolio, one of his investing jewels is The Carlyle Group.

Lori Ann LaRocco CEO Briefing Newsletter , Culture , Talent Management April 8 2014

Facing the Seven Biggest Challenges in Manufacturing

It’s no secret that American manufacturing has faced a number of significant obstacles. People say the industry is known for low wages, subpar working condition, and continual quality control issues, none of which help attract new workers — but are those actually the biggest challenges facing manufacturing right now?

Tom Bonine Manufacturing , Manufacturing Newsletter , Operations , Talent Management April 1 2014

4 Rules on How to Elevate Performance

Sixty years ago, Japan lay in a burned out heap of debris. America sent statistician and management consultant Dr. W. Edwards Deming to help – and indeed he did. What can American leaders, particularly those in manufacturing, learn from this historical improvement in culture to improve themselves?

Colin Baird CEO Briefing Newsletter , Leadership & Strategy , Talent Management March 10 2014

CEOs: Don’t Prepare the Pink Slips Just Yet

Conventional wisdom and common sense suggest that the greatest ongoing expense for most companies is labor. Keeping labor costs in line will maintain or even boost profitability, so that management fable goes. But more and more companies are concentrating an increasing portion of spend on third-party suppliers this “virtualizing” their operation rather than struggling with internal labor and physical overhead. This forces leaders to re-think what it means to be a “company.”

Matthew Eatough CEO Briefing Newsletter , Leadership & Strategy , Operations , Talent Management November 10 2013

A Not-So-Simple Challenge for Your CFO

“What is the cost of a proposed strategic initiative?” Think you already know the answer? Not so fast. Sometimes the indirect costs are larger than at first thought. Here’s one way to help sort it out.

N. Dean Meyer CEO Briefing Newsletter , Leadership , Talent Management February 16 2014

Choose Your Battles to Win the Talent War

According to the 2013 PricewaterhouseCoopers CEO Survey, talent and the shortage in key skills dominate the concerns of most CEOs. Without talent, even the best ideas can’t be realized. And everyone agrees there is a talent drought.

Orly Lobel CEO Briefing Newsletter , Talent Management July 19 2013

Seven Ways to Motivate Top Talent in De-Motivating Times

To retain your top talent it is absolutely critical to ensure they are motivated. In difficult times this is often not high on the priority list of managers or CEOs. Most people are working long hours and doing the job of two people. Salaries are frozen, pay cuts have been implemented and forget about any bonus. For many companies this is their current culture.

Brad Remillard CEO Briefing Newsletter , Talent Management August 9 2012

Why Traditional Job Descriptions Don’t Attract Top Talent

The single biggest hiring mistake and one rarely considered is that employers don’t define success for qualified candidates.

Brad Remillard CEO Briefing Newsletter , Recruiting , Talent Management August 16 2012

Two Reasons Interviewing Fails So Often

Can you guess what percentage of hiring managers actually review the details of the job description with the co-workers that will be interviewing the candidates? If you guessed less than 10% you are correct. Here’s a simple way of improving the process.

Brad Remillard CEO Briefing Newsletter , Talent Management September 27 2012

Skills and Experiences Are Irrelevant When Hiring

Of course, having the right skills and experiences are important to performing the job, just not relevant when hiring. Skills and experiences are simply the tools one brings to the job. It is one’s ability to use these tools effectively that counts. Just because you have a hammer and saw in your garage, doesn’t make you a fine finish carpenter.

Brad Remillard CEO Briefing Newsletter , Talent Management November 8 2012

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