In a recent study on change management, my colleagues and I found that 97 percent of employees report they have some career-limiting habit that keeps them from achieving their potential at work. These habits cost employees raises and promotions they might have otherwise received.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2012/09/Overcoming-Career-Limiting-Habits
People who have the opportunity to do what they do best every day are happier and more successful. A strengths-based approach to managing talent recognizes the value of emphasizing strengths and adopts practices that help employees identify, use and develop their strengths at work.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/03/Strengths-Based-Talent-Management
Have you ever noticed that when people are passionate about what they’re saying, their gestures automatically become more animated? Their hands and arms move about, emphasizing points and conveying enthusiasm.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/When-Leaders-Talk-with-Their-Hands
Given limited resources and often competing priorities within organizations, difficult choices have to be made for all investments, including D&I. Here is a short list of five key areas of focus for D&I investments, along with potential “caution signs” for each.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/Making-Differential-Investments-in-Diversity-Inclusion
Crowdsourcing, ideation sessions, blue sky thinking, and visioning are all parts of the innovation process. And while the business world is littered with innovations, only a few ever get anywhere. Why? They do not fulfill three vital requirements for success.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/Three-Requirements-for-Creating-An-Innovative-Culture
You’ve heard it before. Most of us are primarily “visual learners.” You know that using images will make your presentations more memorable and compelling. You teach leaders to tell stories that stimulate a listener’s brain. But what does neuroscience tell us about the process of visualizing our world? And what might that mean for the human capital professional?
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/07/Seeing-Is-Believing
In the future, a leader who believes that what he says carries more weight than anything he does will be asked to step down from his position. The most successful leader will be the one whose policies, actions, behaviors, and body language are strategically aligned with his verbal messages.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/07/Body-Language-Will-Make-or-Break-Future-Leaders
There are scores of “experts” who advocate that you can jump-start your career with a variety of tricks for winning the political game. However, our 30 years of research suggests the best way to move up the ladder is to produce results. Those who are most effective at influencing others to achieve stellar outcomes, are, over the long haul, more highly valued, more frequently promoted, and more satisfied with their careers. Nothing substitutes for results.
Here are some tips you can use to increase your influence repertoire and catapult your career:
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/07/Three-Influence-Strategies-to-Catapult-Your-Career
Relationships matter. Developing networks of people who trust you, respect you, have confidence in you, and want to work with you goes a long way to ensure your success. And you must continue to earn those trusting relationships every day.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/07/Relationships-Are-Everything-in-Business
Some conflicts are hot—simmering with hurt feelings, gnawing suspicion, and verbal sparring. But most workplace conflict is cold. Resentments are clutched close to the vest, disagreements are quietly acted out rather than talked out, and mistrust is passed in whispers to third parties rather than confronted face to face.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/07/Eliminating-the-Costs-of-Conflict-Avoidance