(This article was originally published in Entrepreneur magazine in 2019) There’s an insidious set of forces working against your being a high performer. It’s not your jerk of a boss, the local cantina that starts happy hour at 2 p.m. or your inexplicably slow wireless connection. It’s a combination of click-bait misdirection (e.g. The 4 […]
Marc Effron shares his insights from the Harvard Business Review Publishing best-selling book One Page Talent Management. Hear the co-author of the “talent management bible” share his observations and advice on how to implement OPTM in your organization. Download a PDF of the OPTM Webinar.
Marc Effron shares three powerful areas where your organization should focus in 2021. He provides specific and practical advice about how to build your company’s capabilities, increase performance and make yourself an even more effective leader. Watch this powerful webinar with your team to plan for 2021. Download a PDF of the 2021 Talent Plan […]
Our field gained traction about ten years ago when most companies were either adding or exploring how to add Talent Management as a function. In the years that have passed we’ve made amazing progress in some areas and shown our weakness in others.
Intense debate marked the landscape of Performance Management over the last five years.
After much uproar, the dust settled and presented new challenges and opportunities for HR professionals. Between the calls for change and the debate over validity – what has really changed?
Even CHROs who have aggressively upgraded other elements of their organization have hesitated to make the often-obvious talent changes needed in their direct reports. We tell you how to ensure you shape your team for incredible results.
The High Performer’s Mindset is the essential starting point to be a high performer. Marc Effron describes this in 8 Steps to High Performance and shares it in the speech below. 8 Steps to High Performance is the Harvard Business Review Publishing best-selling book on the scientifically proven facts about becoming a high performer. An […]
Where nice goes wrong is when the label is used by leaders to explain why they don’t have, or don’t force others to have, the difficult conversations and make the challenging decisions needed to improve their organization. Let’s redefine a “nice culture” so that it benefits everyone in your organization as well as your external stakeholders.
There may be high potentials in our midst who have been passed-over in our talent review processes because they don’t meet the conventional definition of potential or because the process didn’t work as it was designed. Are there hidden gems in your organization and, if so, how can you find them?