I don’t know about you but life during the pandemic seems very backward to me.
I am occasionally asked by organizational leaders, “What should I do?” in response to societal issues involving bias and racism. Questions like, “What should I say?” or “How can I help?” come from compassionate well-meaning leaders and colleagues who sincerely want to know what to do.
In my practice, we focus a lot on detailed cash flow, but there are always a number of cash flow items I find clients severely underestimate.
He may be in the seat for only a year or so, but former Gov. Tommy Thompson brings a solid record of supporting academic research to the job of interim president of the University of Wisconsin System.
In my experience, making people “aware” of their performance and using management by exception creates better results and less work for a manager, as people will usually self-manage. It’s also kinder to provide absolute clarity about what good looks like.
The founder of my organization, Dale Carnegie, said that we are creatures of emotion, not logic. Unfortunately, his statement rang all too true this past weekend.
Have you ever heard of Shark Tank? I’m not talking about diving deep into the ocean to watch sharks lurk about from behind bars. The ABC television show broadcasts businessmen and women looking to gain investments in their homegrown products and services.
Here’s a phrase I’m striving to eliminate from my vocabulary — “I have to …”
After much anticipation and speculation, the final regulations changing the salary basis test for determining exemption status have arrived. Among other changes, the final regulations have more than doubled the amount that employees must minimally be paid in order to be considered exempt. This is no small matter, as it is anticipated that millions of currently exempt employees will be affected.
Being a leader is lonely work, none more so than now. As an executive coach, I hear it from leaders often. They say, “I was doing a good job as an individual contributor, but now I’m not sure what I should be doing after my promotion. I feel really alone.”
The governor of our great state of Wisconsin has mapped out a “bounce back” plan for moving out of safer-at-home and getting things on the road back to normal. Business folks know that the ability to bounce back from adversity is important. Coping with this stress in a positive way is known as resilience.
I’m happy today to focus on a positive, particularly how the construction industry, including transportation, is pitching in right now to help frontline health care workers in Wisconsin.
On June 1, a bipartisan group of senators introduced a bill to regulate the use of contact-tracing and exposure notification apps. The bill, entitled the Exposure Notification Privacy Act, is the latest in a series of bills that seek to regulate these new apps.
The presentation evoked memories of disco. The CEO, who goes back a bit further than the company she founded in 1979, evoked memories of Woodstock. But the fundamental message from Epic’s annual Users Group Meeting was that innovation is both timeless and relentless.
This is a question I have been asking myself a lot lately. Sometimes it’s in relation to my health and my family members’ health. Other times it’s in relation to participating in conversations around the current social and political events. Of course, it’s always in the back of my mind about growing my business.
Our society has not only separated our body from our mind when it comes to health, but it also has separated us from each other. We falsely assume that we are like computers or machines that operate independently, and this assumption has impacted our health dramatically. So, how do we heal and foster health?