PrimeGenesis

Job counter offers are lame attempts to correct past omissions and are almost never successful.

Either people don’t take them or they do take them and end up leaving relatively quickly thereafter.

Along the way, they throw the rest of the organization off balance.

Of course, they work every-so-once-in-a-while.

But the odds of success are so small that you’re better off skipping the whole thing and devoting your time and attention to preventing the need for them in the first place.

Relooking At Why You Should Never Make Or Take Job Counter Offers Job counter offers are lame attempts to correct past omissions and are almost never successful over time.

FROM THE ARCHIVE: It is better to focus on building winners than on trying to win because that approach is better for the individuals and for the team and it delivers better results over time.

No baseball player bats 1.000.

No salesman closes every sale.

No forecaster gets it right every time.

The best coaches know that if they inspire and enable others to do their absolute best together, they will win far more than they lose over time and will be winners whether they win or lose in any particular situation.

The Power Of Building Winners Instead Of Trying To Win Best to focus on building winners than on trying to win. The approach is better for individuals and for the team, and it delivers better results over time.

What you should do with people in the wrong roles depends.

If they don’t have the motivation, fit or strengths required for your organization, move them out.

If they do, move them over or up as appropriate.

Recall The Only Six Viable Approaches To Talent Management:

Invest, Support, Cherish, Move Up, Over Or Out.

What To Do With People In The Wrong Roles Move them over, up or out as appropriate.

FROM THE ARCHIVE: Show me a good loser – and I’ll show you a loser.

As Tom Brady said after the Patriots dismantled the Chargers and before beating the Chiefs in overtime to get to their third Super Bowl in a row, “I just like winning.”

Who doesn’t?

Still, there is an art to losing well.

It’s all about accepting defeat, living your principles, and finding new ways to win the next time.

The Art of Losing Well So You Can Win Later Lose well now. Win the next time around.

One of my early articles for this publication was about AMN’s CEO Susan Salka and Three Priorities in Ensuring a Smooth Merger or Acquisition.

Those priorities were:

1) early conversations with all

2) a well-resourced integration management office

3) staying close to the process.

Relooking At Three Priorities In Ensuring A Smooth Merger Or Acquisition Those priorities were 1) early conversations with all, 2) a well-resourced integration management office and 3) staying close to the process.

FROM THE ARCHIVE:

Not all compliance is equal.

In general, if you tell someone to do something, the best you can hope for is compliance.

If you want their contribution you have to invite it.

If you want them to commit, they need to co-create.

How You Manage Differences Can Change Levels Of Compliance Encourage compliance by managing differences at the workplace. Address the level of compliance of each employee and react accordingly.

You can’t. They don’t exist. Instead, find ways to compensate for their absence.

By now, we all know virtual meetings are more efficient than live meetings – mostly because of the savings in travel time, stress and money.

Despite the inevitable distractions from working at home, those working out of the office are highly productive.

At the same time, there’s a strong argument that live meetings are more effective than virtual meetings – mostly because those in the same physical space communicate better with each other and build stronger relationships.

How To Make The Best Use Of The Fuzzy Front And Back Ends Of Virtual Meetings They don’t exist. Instead, find ways to compensate for their absence.

If mastery is your end point, when you get there, you are done.

You are at the top, the pinnacle, the peak.

However, as Darwin told us, survival of the fittest is about survival of those best able to adapt, and adapting is a continual process.

That's why achieving mastery is so dangerous.

The only way to go from the peak is down.

The moment you think you have arrived; you begin to atrophy and decline.

As others adapt and move past you, your chances of survival diminish.

Thus, the pursuit of mastery is a never-ending quest.

Relooking At Beyond 10,000 Hours: The Constant Pursuit Of Mastery The main point was about embracing your own unique talent, developing it into a strength, and devoting yourself to a cause.

FROM THE ARCHIVE: Without open source standards, the Internet would not exist.

This article would not exist.

Those of you whose parents met on Match.com would not exist.

All of you should be thankful for open source software.

Now, as the world has changed, open source software’s principles of openness, transparency and meritocracy have become essential standards for leadership in general.

Why Open Leadership Has Become Essential As the world has changed, open source software's principles of openness, transparency and meritocracy have become essential standards for leadership.

Relooking At The 5 Most Important Questions For BRAVE Leaders

https://www.forbes.com/sites/georgebradt/2022/12/27/relooking-at-the-five-most-important-questions-for-brave-leaders/?sh=7956eb10fbcb

Relooking At The 5 Most Important Questions For BRAVE Leaders Where to play? What matters and why? How to win? How to connect? What impact?

Organizations can’t deploy a consistent approach to executive onboarding because each new leader is different.

And new leaders can’t onboard themselves on their own because they don’t understand their new organizations.

Instead, organizations and new leaders must do it together.

Two-ways: especially with regard to welcoming new leaders, building reciprocal relationships, and co-creating the way forward to deliver better results faster.

The Case For Two-Way Executive Onboarding Help new executives converge into the team, while helping the team evolve to take advantage of the new capabilities brought by the new executive - two-ways.

Wouldn’t it be nice if management theory actually worked in practice?

Wouldn’t it be nice if you could follow the tenets of The New Leader's 100-Day Action Plan to get your strategic, operating, and organizational processes in place and let them run without interruption?

Wouldn’t it be nice if your boss had perfect leadership skills and gave you clear direction and then never changed their mind?

Welcome to the real world.

The real world is messy. Things change.

And we all must adapt to those changes on an ongoing basis.

Relooking At The 5 Keys To Managing An Unpredictable Boss They're the same as the five keys to managing any boss and culture: Behaviors, Relationships, Attitudes, Values, Environment.