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Echo Global Logistics, Inc., a leading provider of technology-enabled transportation and supply chain management services, announced today the appointment of Cheryl Johnson to the post of Senior Vice President of Talent. Ms. Johnson holds more than 16 years of progressive HR industry experience, which includes several executive-level appointments.

Ms. Johnson previously led talent management for retail chain Ulta Cosmetics. Prior to her time with Ulta, Ms. Johnson served as Divisional Vice President of Strategic Talent Management for Sears Holding Company and also spent time as Vice President of Human Resources for Fossil Inc.


If you love your job, don’t read this.

We wouldn’t want to tempt you with our great  new job opportunities 


12 Signs Of Un-Leadership

“By Mike Henry,”


I’m a big fan of leadership and how the best leaders inspire people. Great leaders create an atmosphere where the energy for the team’s success comes from within the team members.

Energy flows from the team to the stakeholders and customers. The energy, excitement and creativity are organic, natural and authentic.

That energy is also very fragile. It doesn’t take much to deflate a team. Like a big balloon, insensitive attitudes and actions can deflate team members, but when those actions are honest mistakes, most people can, and will, overlook them for a while.

But when those mistakes come from the leader’s true character, they kill the team. The behavior is what I call un-leadership and the actions themselves are demotivators.*

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5 Simple Ways to Lose Your Best Employees

“By Katie Blair,”


Competition for talent is fierce, and today companies, are pulling out all the stops to attract new employees.

From strong rewards programs to competitive salaries, employers are rising to the challenge to make their businesses stand out from the rest. However, the process of stockpiling incentives – combined with the process of onboarding new employees – is a significant time sink for any organization.

To then lose an employee only months after an extensive recruitment process can be a huge blow to a business’s ego, not to mention the hours of productivity lost. 

While incentive and reward programs are an added bonus for employees, they cannot be relied on as the sole reason an employee decides to stay with a company. Often times it’s the day-to-day interactions that can make or break

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A Paycheck Is Not Recognition For A Job Well Done

One statement sure to raise my ire when discussing the Power of Thanks in the workplace is: “They get paid to do their job. That’s recognition enough.”

_Long TailIt’s a patently false statement. Pay and recognition serve very different needs, but they are in a symbiotic relationship when it comes to fulfilling those employee needs. All the recognition in the world won’t help resolve an underpaid employee’s base needs in terms of Maslow’s Hierarchy. And pay raises, consistently and appropriately given, won’t meet the higher-order employee needs, either. But used together in a balanced way, compensation and recognition achieve goals for employee satisfaction, engagement, productivity, performance and retention.

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What CEOs Are Afraid Of

“By Roger Jones,”

Deep-seated fears — of looking ridiculous, losing social status, speaking up, and much, much more — saddle children in the middle school lunchroom, adults on the therapist’s couch, and even, my research has found, executives in the C-Suite. While few executives talk about them, deep and uncontrolled private fears can spur defensive behaviors that undermine how they and their colleagues set and execute company strategy.

In 2014, I surveyed 116 CEOs and other executives, interviewing 27 in depth afterwards. Of the 116 survey participants, 73% were male, 27% were female, and all but 9% were based in Europe. About a third (32%) were CEOs or presidents; 31% were division/business unit heads; 30% were senior managers reporting to division/business unit heads; and 7% were in investment or professional services firms.

What I found about executives’ fears and their impact in the boardroom was revealing, and in some cases astonishing:

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How Do You Know Whether You Are Being Engaging At Interview? 

“By Sophie, Career Management,

In some ways, attending an interview is like a first date: two potentially interested parties meeting for the first time to see if there is a spark, a connection which warrants further exploration! Arguably, an interview is more like speed-dating – more likely to be conducted under pressure in a limited time frame rather than over a lingering 3 course meal. Like mobile phones and Facebook (!), speed dating didn’t exist when I was young, free and single so I have limited experience of this phenomena however I know of one marriage at least which has resulted from it. When it comes to interviewing, you have a very short amount of time to win over your audience. It is no cliché to say that first impressions count (we have written about this here) . Getting things off to a positive start is crucial – some people may make their minds up about you instantly and so the rest of the interview will either be spent reinforcing their positive first impression or doing everything you can to turn them around! But how do you know how it’s going? What indicators should you be looking for to ascertain whether you are being engaging? Body Language

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Selection Rules for Corporate Leadership

By Davis Gallagher

In today’s marketplace, corporate leadership and how companies select the best people to represent them are very important matters. When corporate leadership lacks in skills or efficiency, companies start bleeding funds and human resources.

For companies, selecting the right individuals for leadership is an arduous process that involves following certain rules.

  1. Formal training
    As any other employee, a leader must show that they have the proper training. Companies need to be sure they are hiring the right person, and not just what looks good on a resume for a corporate leadership position.

There are currently many leadership training programs where potential leaders can learn how to develop a certain set of skills. Those hiring leaders for their management team should ensure the person applying for the job has proven interest and invested effort towards shaping themselves into a great leader.

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First principle of successful culture shaping – Shadow of the Leader

By Larry Sen

I wrote about the four reasons culture-shaping efforts fail in my previous post (Organizational culture has reached a tipping point, yet many culture change initiatives fail for four key reasons). But what makes them succeed? What makes some culture-change efforts successful where others become simply another ‘flavor of the week’ training session that never translates into real change? This is a subject of great debate and many theories exist.

As we looked for the common denominator of success in the hundreds of culture-shaping efforts we have led at Senn Delaney, the level of CEO ownership and personal engagement won hands down as a key success factor. That came as no surprise to me since the central finding of my field studies of culture for my dissertation 40 years ago was that organizations tend to become “shadows of their leaders” over time. This finding led to our first of four key principles of successful culture shaping, which we call Purposeful Leadership.

It is important to understand that there is a big difference between owning and being personally engaged in a culture transformation and endorsing or blessing the initiative. The all-too-common model is that the CEO announces the culture-shaping initiative and openly supports it and then over-delegates the process to others, usually Human Resources.

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I Lost My Dream Job — Now What?

By Alison Hatfield

Last March, everything changed.

It was 10 a.m. when I got the email from my office manager: “Mandatory company meeting at 10:30.” A few minutes later, another email with a reminder. I joined the meeting via video from my home office with a sense of foreboding.

I watched our general manager, Alison Moore, deliver the bad news with sincere regret in her voice. I saw the New York editorial team — cherished friends whom I’d worked alongside to build a business — huddled together on a couch.

DailyCandy — my place of employment for nearly a decade — was shuttered.

This was not just a job to me: It was the core of my professional accomplishments, freedom from financial worries, the day-to-day scaffolding of my life, and the dearest friendships a woman could want. And now it was all gone.

What was I going to do?

I’d joined the company as a part-time copy editor in early 2005, when there were fewer than 25 employees and a room where we took naps. I’d watched it grow to a staff of more than 100, ridden waves of funding, weathered the sale to Comcast, celebrated the merger with NBCUniversal, and held on tightly during failed attempts at both Gilt-style sample sales and Groupon-style discounts. I’d seen things go from good to bad and back to good again.


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3 reasons employers should pay closer attention to mental health

By Team Ceridian 

As a general rule, leaders who focus on matters of corporate health and wellness tend to focus on the body and not the brain. They’re mainly concerned with how their employees can stay in peak physical shape – the thinking is that if people eat well and exercise often, they’ll be better off. While all of this is true, it also neglects to touch on a key aspect of wellness that’s equally important – mental health.

The mind is just as important as the body in the workplace. Organizations need to have people that are not only talented, but are also level-headed and focused. If there are any concerns about mental health, they may threaten not only to disrupt the productivity of the individual worker, but maybe even derail the whole staff.
Depression, for example, can be a serious threat to the workforce. It’s an issue that affects numerous people all over the world, and yet many organizations aren’t doing enough to monitor its impact on their staffs. This is one area in which HR offices should make key improvements as we enter 2015. Below, you’ll find three reasons why.

Mental health matters
While diets and exercise plans take up the bulk of HR’s attention when it comes to wellness, there is actually substantial evidence that the mental aspects of wellness have a real impact.

Consider the following bit of reporting from We Know Next. The news source recently published some survey data from the Employers Health Coalition which shows an even bigger negative impact on worker productivity than most employers realize – 23 percent of Americans polled reported that they have been diagnosed with depression at some point in their lives, and 40 percent of those individuals have taken time off work to deal with it.

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Trust Makes Culture Change Ready

What is the level of trust in your culture? What do employees think of senior management?

Research says that only 49% of employees trust senior management. The scores for CEO’s are even more dismal; 28% of surveyed employees felt the CEO was a credible source of information.

Trust promotes creativity, conflict management, empowerment, teamwork, and leadership during times of uncertainty and change.  A culture of trust is a valuable asset for any organization that nurtures and develops it. Amy Lyman’s work on the 100 Best Companies to work for concludes, “Companies whose employees praise the high levels of trust in their workplace are, in fact, among the highest performers, beating the average annualized returns of the S&P 500 by a factor of three.”

As a core enabler of a high-performance organizational culture, the absence or presence of trust can be either an accelerator or barrier of organizational strategy and performance. As Stephen M.R. Covey writes in his book “Speed of Trust”, when the level of trust in an organization goes down the speed of change goes down with it and the costs of the change go up.


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