The diamond on my ringer finger I can thank in part to a teenager engaging in summer work. My husband worked during the summer every year starting at age fifteen. And although I wasn’t even on his radar at age 15, nor do I think marriage to anyone was at that point in time, his hard work and savings from that hard work led to a lovely diamond on my hand that he paid cash for. He worked painting schools, mowing grass, driving a forklift at a lumber yard and building tree stands while in high school. His college work
Written by: Steve Graham As a coach, I often work with clients who are needy for knowledge. They desire to grow professionally and often feel stuck in their current work environment. It is no secret that when an organization values developing their people, the benefits for both the employee and organization are numerous. The benefits often include: lower turnover, increased engagement, and a smarter workforce. Professional development goes beyond cookie-cutter training programs. It involves a deeper commitment to learning. Learning can take various shapes within an organization. It can be organic, formalized, personalized, or on-demand. Whatever the shape, the approach
“Before companies can start to think about their succession plans, they have to understand their jobs.” – Sharlyn Lauby, President of ITM Group, Inc. For the past few weeks I’ve been focused on helping a client complete a People Review of their top talent and outline their succession plan. Each April they complete the People Review, evaluating their top talent on the areas of performance and potential, risk of leaving the organization, and mobility within the organization. In working through this process with them, I’ve discovered that for most of their key employees, they don’t have a good succession plan
Guest blog written by: Steve Graham The Commitment: Leaders set the tone for an organization. They must be agile in their responses to the ever-changing marketplace and business climate. Leaders are charged with growing organizations, and learning is a part of the growth process. Learning can take various shapes within an organization. It can be organic, formalized, personalized, or on-demand. Whatever the shape, learning needs to be part of a leader’s commitment to improve both personally and professionally. One big lesson of learning is how to use failure. The old saying, “Failure is not an option”, is not realistic. Even
We’ve been spending some time here at The Point Blog highlighting some of our company values. But what exactly do we mean by company values and how do you form them? Many people, I believe, misinterpret what organizational values are and should be. This leads leaders to stay away from setting them, limiting their ability to drive organizational competitiveness through a common company language and culture. So, organizational values are: Not moral in nature. They aren’t right or wrong in a universal sense. They are however, right or wrong for your organization. They should be guiding principles that govern behavior. They should