Linda Henman

the ceo magazine, productivity,

Donโ€™t Let Employees Break Your Engagement

In virtually every industry, productivity ebbs and flows, depending on myriad factors. When we see these fluctuations, we rightly conclude that they have occurred because of an increase or decrease in employment engagement. We also hear countless suggestions for getting this rightโ€”for correcting the ebbs and banking on the flows. Now itโ€™s time to challenge […]

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the ceo magazine, company culture,

Are You Creating Your Own Culture Traps?

When people talk about the inner contradictions of an organization, they frequently refer to โ€œculture,โ€ that omnipresent word that describes all pleasant and unpleasant by-products of decisions. But they seldom identify the real problemโ€”the decisions that create the traps. Here are ten examples of how that happens: People donโ€™t realize that their decisions create the

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the ceo magazine, decision making,

Four Things You Canโ€™t Ignore When Making Tough Calls

           When leaders continually and constantly grapple with tough questions and develop a list of standards that serves as more than a pretty poster, their beliefs serve as the bedrock of the organizationโ€™s strategy and provide guidelines about how and what to change. When beliefs veer from espoused values and create a dysfunctional or confusing set

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the ceo magazine, managing fear

Fortitude Factors

When we silence the fears in our heads, we clear the way for more dispassionate, rational thinking. That allows us to shift from a fear mentality (there will never be enough) to one of fortitude (I have plenty, or at least enough) to be successful/ happy/respected/financially stable. A mindset shift leads to better calls, but

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the ceo magazine, business management,

Letโ€™s Outlaw Mistletoe

            Last month Syracuse University decided to pull its โ€œkiss camโ€ after fan Steve Port wrote to complain that the common staple at sports venues โ€œsends the wrong message at a time when colleges are fighting against sexual assault.โ€ He claims he was just โ€œout to raise an important issue.โ€ Thatโ€™s all it took, one

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the ceo magazine, corporate culture,

How to Ruin a Powerhouse

Like most other automakers, GM has faced the ups and downs of a troubled industry, but until last year, it had remained a powerhouse since its inception in 1908. GM led global vehicle sales for 77 consecutive years from 1931 through 2007, longer than any other automaker, but then things changed. They faced bankruptcy in

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