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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 


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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Why We Need to Start Thinking of “People” and Not Just “Users”

By Ron Thomas, TLNT contributor

“As somebody once said: It’s kind of arrogant to think the only reason people exist is to use what you built. They actually have lives … outside the experience they have using your product, and so the first step of designing in a human-centered way is to recognize that they’re humans.

That statement was from Facebook’s director of product design Margaret Gould Stewart, speaking at The Atlantics Navigate tech conference. Basically what she was saying is that Facebook is not calling its users “users” any more — it now refers to them as “people.”

Some companies now refer to their employee group as partners or associates. I love this new nomenclature, but I know that to some it may seem as not really having any meaning. 

As I read the Business Insider article about the tech conference, I thought about a meeting that I had with my trainers when I managed the training process at IBM.

Put yourself in their shoes

We had a client that had an older demographic and it was difficult since this was back when a lot of the employees were new to computers and our role was to get them acquainted with MS Office. I posed the question to one of our team members who was complaining about how “difficult” some of these people were: “What if that person were your mother? How would you want her treated?

The question stopped her in her tracks and I could see the lights go on. Case closed. In other words, if think of our clients as someone special, or equate them to someone we know, the dynamic changes

When we create a divide within our organization by looking at them as “others,” we have created an inherent invisible divide: us vs. them. When an organization is trying to create a competitive advantage, it has to use every resource available. That being said, it is important that we are all seen as one — whether it be customers or that most valuable asset.

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How Memorable is Your Handshake?

By Martin Buckland, MB Speaks Author

Many secret societies and fraternities employ secret handshakes that convey membership in a special club. When it comes to career advancement, it’s no secret that first impressions count, and that a handshake is a major component of that first impression.

In Western culture, there are two appropriate times to shake another person’s hand: when introducing yourself to someone or saying hello, and when saying goodbye. So it’s really about first and last impressions.

When shaking a person’s hand, also look them in the eye at the same time, and of course, smile. While you don’t want to be aggressive or grab onto somebody for dear life, you do want to be the first to extend a hand. It is a gesture of warmth and connection, and tends to make a strong and lasting impression.

There is actually an art to a handshake, and plenty of ways to sabotage your career by getting it wrong. We’ve all probably come across the bone crushers, who try to mince every bone in your hand. And then there is the limpy fish and the power pumper.

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Do You Really Still Need an Administrative Assistant?

By Shahira Raineri, About Money contributor

I’m all for job creation and for hiring the right people to perform the tasks that are necessary in order for a business to be successful. I’m also all for business productivity and squeezing out any inefficiency that may get in the way of profit. Which begs the question: do you really need an administrative assistant?

This is not to suggest that administrative assistants create inefficiency – quite the contrary, if they are really needed, they can contribute to the productivity of the business leader that they are working for. Here are the questions to ask yourself to see if perhaps there is a more cost-effective, tech-savvy way for you to continue to be as productive as you are now without the added labor and cost of having an administrative assistant.

Can I schedule my own meetings and maintain the same level of productivity?

The answer to this question is likely dependent on the size of your department or business, but chances are, you have some sort of electronic calendar on your desktop or mobile device that allows you make changes to your schedule on the fly so that you don’t have to take on the “double duty” of informing someone why meetings should be rearranged, shortened or deleted.

By using any one of many electronic calendars that are readily available and easy to use, such as Outlook Calendar, you can create and send meeting invitations to staff, vendors or clients that you need to meet with. More importantly, when a meeting comes up that requires your immediate handling, the electronic calendar will allow you to move an existing calendar meeting to another date or time so that you can take on an urgent appointment. 

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Get Comfortable With Giving Negative Feedback

By John Scott, PerformYard contributor

Long ago, I received an especially confusing piece of negative feedback:

“Remember three or four months ago at that event? You did something wrong. I can’t remember what it was exactly, but I remember that it wasn’t good.”

I was baffled and didn’t gain much from the conversation.

What I did learn was that getting comfortable with giving effective negative feedback can be a challenge for managers, new and old alike.

Often, the main hurdle is a concern about discouraging or demotivating your employee. To combat this initial concern, put yourself in their shoes. Would you want to be told you were doing something wrong, or would you rather keep doing it?

Still, constructive criticism needs to be thoughtful to avoid negative consequences, but it’s important to remember that you work with adults that can take constructive criticism and use it to grow. As long as you trust that you are hiring mature professionals, you can safely brush this concern aside.

Beyond the fear of derailing an employee’s progress, delivering negative feedback is much like delivering any other message. Ideally, it should be a part of a calm conversation. Your message should be timely, specific and direct. Finally, you should follow up to confirm the message was received.

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Article courtesy of The Tim Sackett Project

There is a phenomenon that I find completely hysterical.  It’s this little game we play in our culture.  You go and accept a new position, with a new company.  You come back to your current employer and you put in your notice.  Your boss instantly says, “where are you going?” You replay with, “I’d rather not say.”

Happens, Right? Almost 100% of the time.

So, you wait the two weeks, or whatever notice it was, and the very next Monday the person updates their LinkedIn profile and posts on Facebook where they actually went.

I find this ‘dance’ we do very, very funny.

Look, I get it.  Your employees believe one of five things will happen to them if they tell you where they are going:

1. You’ll magically find some way to screw me over, because you’re upset I’m leaving you. Jealous girlfriend style.  This one is almost never happens, but it’s the first one that comes to mind for most employees!  Look, if I had that much power to screw over everyone who worked here, I wouldn’t be working here!


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