Leaders & executives | Page 81 (1,016 items)

The employees who are most able to help a business achieve its core objectives are not necessarily the ones considered its highest performers, says SHL managing director Stephanie Christopher.

HR is beholden to several "myths" that prevent succession planning efforts from reaping real results, says Professor David Clutterbuck.

Organisations that aim to reduce staff turnover across the board could be wasting their resources, says HR expert Wayne F. Cascio.

If HR directors want to work more closely with boards and CEOs, they should stop "preaching to the converted" about what HR has to offer and start building relationships, says HR expert Professor Roger Collins.

GE spends "about $1 billion a year" on leadership development, and largely "takes it on faith" that the expense is justified, says the company's head of executive development, Susan P. Peters.

Employees are far more likely to embrace change at work if their managers receive support from HR on how to communicate it, says communication specialist Jonathan Champ.

Internal communication plays a vital role in driving workplace change. Watch this webcast to hear communications expert Jonathan Champ share his tips for communicating during change.

Managers who view certain employees as "critical", without questioning their actions or their motives, could be putting the livelihood of their teams at risk, according to Workplace Conflict Resolution director Catherine Gillespie.

Developing an awareness of, and being able to manage and use emotions effectively, is an important part of successful leadership, according to authors Darren Hill, Alison Hill and Dr Sean Richardson.

HR practitioners and managers who are alert to signals of "silence and violence" can take early preventative steps to stop workplace issues exploding, says Sydney Institute of Management managing director, Brian Taylor.