article thumbnail

Great Leadership Trains

Career Advancement

Jack Welch Dianne had always felt like more of a wallflower than a leader. Leaders’ honesty and ability to follow a set of ethics in all of their work affects their ability to influence their followers. Using gut instincts and reasoning, great leaders are able to quickly assimilate information and arrive at a conclusion.

Training 321
article thumbnail

Possibility Maximizer: The Leadership Quarterly

Sales Wolf Blog

Equal Employment Opportunity Commission (EEOC) Uniform Guidelines on Employee Selection Procedures (1978) Uniform Guidelines on Employee Selection Walk The Talk The Dash, The Race, and Management, Training and Development Resources Workforce Management: information on employment law, human resource development and human resource management.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

People Don’t Want to Be Compared with Others in Performance Reviews. They Want to Be Compared with Themselves

Harvard Business Review

They also consider it fair when their evaluations are accurate and are conducted based on ethical and moral principles. When employees perceive fairness in the evaluation processes, they are more likely to accept their evaluations, in which case they will digest the information contained in the evaluations and motivate themselves accordingly.

article thumbnail

Do Your Company’s Incentives Reward Bad Behavior?

Harvard Business Review

Collecting this information is a three-step process. You aren’t able to provide feedback about the behavior, either informally or in performance reviews, so how can people improve their performance even if they want to? Effective leaders don’t sit idly by while hoping their people will behave ethically and perform competently.

article thumbnail

How IBM's Sam Palmisano Redefined the Global Corporation

Harvard Business Review

In the 20th century, a select group of leaders — General Motor's Alfred Sloan, HP's David Packard and Bill Hewlett, and GE's Jack Welch — set the standard for the way corporations are run. He also forced partners and distributors to commit in writing to uphold IBM's strict ethical standards.