Remove 2001 Remove Human Resources Remove Management
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Top 16 Books for Human Resource and Talent Management Executives

Chart Your Course

Every HR, OD professional, and management consultant should at the very least be aware of their existence, if not well-versed in their ideas and theories. Good to Great: Why Some Companies Make the Leap … and Others Don’t (2001). First, Break All the Rules: What the World’s Greatest Managers Do Differently (1999). By Patrick M.

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Preview Thursday: No Ego by Cy Wakeman

Lead Change Blog

For the first time, I would be leading a team, which got me a free ticket to the Human Resources boot camp for managers. In 2001, she founded Reality-Based Leadership. After several years as a family therapist, I got a promotion in my organization.

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6 Defining Values of a Leadership Culture

N2Growth Blog

in 2001, I worked for a boutique strategy consulting firm out of Princeton, NJ that developed and delivered high-cost elaborate strategic plans. Another human resource colleague of mine cares deeply about changing their culture, but she isn’t the CEO, and without the CEO caring, it will never get the attention it needs.

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What I Wish I Knew as a CEO That I Learned Later in HR

Jesse Lyn Stoner Blog

Having served as Chairman and CEO of SAP EMEA (Europe, ME, and Africa) and President and CEO for SAP Asia-Pacific, and a member of the SAP Global Board, Les was asked to delay his retirement for two years to take on the role of Global Head of HR, responsible for all of SAP’s Human Resources activities worldwide.

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Alliance Leadership

LDRLB

I came across an interesting comment recently: “Firms need to think more strategically about developing not just managers or global managers, but alliance managers, as they will run the companies of the future” (Isabella & Spekman, 2001, p.240). This may be too much for a North American leader to do though.

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The Paradox of Commitment

LDRLB

Hall et al (2001) describe the paradox of commitment where “people are most able to develop internal commitments and attachments when they have the free choice to leave and choose to stay. No one said talent management was easy or logical, but leaders who understand this will keep their talent around them. & Yan, A.

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Will Aetna CEO Transform Healthcare (and CEO Leadership While He’s at it)?

Michael Lee Stallard

In 2001, Bertolini’s son was diagnosed with incurable lymphoma. Although he still experiences neuropathy in his left arm, he manages the pain with yoga and acupuncture. Bertolini asked human resources to look into it. Mark Bertolini is a wonderful illustration of this point. Serving a Cause Greater than Themselves.

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