Engage and retain your people alliott 010412 Alliott Group 2012

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Engage and retain your people alliott 010412 Alliott Group 2012

  1. 1. Strategies To Engage And Retain Your People Facilitated by Jennifer Wilson January 12, 2012www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved.
  2. 2. What Are Your BiggestHR Issues? • As you plan for 2012, what are your most important HR challenges or initiatives?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 2
  3. 3. Our Objective • Discuss ways to elevate the HR function to have a bigger impact on your firm’s overall success • Understand the top professional motivators and specific actions you can take to inspire and fully engage your team • Share methods for identifying and investing in your rising stars • Discuss a performance and accountability model to drive motivation and engagementwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 3
  4. 4. The Strategic Role of HRwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 4
  5. 5. Today’s Role of HR• HR is more important than ever today and is a critical success factor in your firm’s success• With nearly 76 million U.S. Baby Boomers and over half of the CPA profession set to retire in the next 12 years – your firm will be in need of people!• Traditionally, HR has been viewed as a “compliance” necessity and often considered administrative – Further, HR professionals have a reputation for being “soft” or “pro- employee” • It is important to work to incorporate your HR function as a strategic initiative in your firm and include HR in your planningwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 5
  6. 6. Shifting Paradigms• What’s Out • What’s In – Job Analysis – Competency Assessment – Personnel Management – Human Capital Mgmt. – Rulemaking – Consultant/Trusted – Functional Orientation Advisor – One Size Fits All – Business Orientation – Centralized Decisions – Tailored Programs – Mutual Distrust – Framework for Others to – Focus on Activities Decide – Partneringwww.convergencecoaching.com ©Copyright 2000-2012 – Focus on Impact ConvergenceCoaching, LLC These aspects were identified in The Changing Role of Human All rights reserved. Resources/Assessment Professionals: Adding Value in the “New” 6 Organization
  7. 7. The Role Of HR InYour Firm • What new competencies would you like to see in your HR function to make it more strategic? • How can you better support and elevate the role of HR in your firm?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 7
  8. 8. Motivating And Engaging Your Teamwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 8
  9. 9. Are Your People SoldOn Working For You? • According to preliminary data from the soon-to-be published 2011 PCPS Top Talent Survey, nearly half of the profession’s star performers are open to other options beyond their current position – There appears to be a wave of “pent up” voluntary turnover that may be headed your way soon (if you haven’t already seen it) – So what are you doing to re-engage your team so that they are motivated and inspired by their choice to work for your firm?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 9
  10. 10. A Word AboutIndividual Motivators • In their work, all people value: – Acknowledgement and respect – Increased responsibility and challenge – Flexibility and time off – Compensation – Camaraderie and fun – Personal development • How do you rank these? Take a moment to rank these yourself • Each person in your firm values these motivators differently – It’s your job – and that of HR to identify the individual motivators and appeal to themwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 10
  11. 11. Recognize, Know AndTalk To Them • No matter how many people are in your firm, work to know as many of them as possible by name and on sight – Consider having someone develop a digital book that includes everyone’s picture, name and brief biography – Reach out regularly by e-mails, phone calls and face-to-face meetings – Take these opportunities to learn what motivates them and what they most want to achieve in their career and in their personal life – Find out what more the firm can do to support them in achieving their life’s goals • Knowing your people is one of the best forms of acknowledgement and respect that they could receive!www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 11
  12. 12. Invest In Your People • One of the highest compliments you can pay your employees is to spend time with them by: – Taking them along on sales calls, to conferences or meeting with key clients or referral sources – Allowing them the privilege of shadowing work at higher levels – Investing in more training per person than your competitors and including soft-skills education at every level, including administrative staffwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 12
  13. 13. Be Willing To Change • The needs of today’s up-and-comers are different from when you came up • Give up your “old school” notions of how it should be and manage your organization based on the way that it is – Embrace diversity and provide opportunities for your staff to collaborate with your leaders on strategic planning, owning key initiatives and participating in committees – Develop work-from-anywhere programs that move towards measuring on results and less on face timewww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 13
  14. 14. Have Fun With YourPeople • Younger generations are most engaged when they feel a part of a team at work • Create opportunities to bond through team- building activities and corporate fun • It is critical that your firm’s leaders participate in firm-sponsored social and community activitieswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 14
  15. 15. Thank Them! • This may go without saying, but we see so many leaders forget to do this – – Thank your people! – Stop by their cubicle, send them an email or even better, write them a hand-written thank you note! – Catch them doing a good job – Reward them with “spot bonuses” in addition to an incentive plan that they can control based on their contribution to the firmwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 15
  16. 16. How Are You Doing? • What else can you do to demonstrate your willingness to change and invest in your people? – What are you doing that is engaging your people? – What more can you do?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 16
  17. 17. Identify Your Rising Starswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 17
  18. 18. Engaging Your Stars • Identify and engage your rising stars – Or someone else will – It will help you prioritize your time and investment in people – use Pareto’s 80/20 rule • When you cull people from the pack, you can differentiate them – Then you can determine what special benefits you’re going to give them to develop them – These folks are usually on the fast trackwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 18
  19. 19. How do you identify your rising stars? What behaviors do they exhibit?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 19
  20. 20. Identifying Your Stars • Evaluate your people considering: – Competence • Technical and soft skills • Abilities and expertise • Experience • Ability to learn and grow – Character • Behavior and intention – Promotability/importance • Interest in rising further or how critical this person is to the firm • Professional “presence” and acceptance of others at the “next level”www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 20
  21. 21. Potential Partners• According to the AICPA PCPS Top Talent Survey, 69% of top talent said their firms did not have a partner track or they did not know if their firm had one• First you must identify the attributes, competencies and other qualifications to be considered for a Partner in Training (PIT) or Leadership Development program (LDP) – Get buy in from your other partners, if applicable, and rank your people against them• Next, identify the priority of the people and for the first one or two partner potentials, you’ll want to identify what more you need to do to prepare themwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 21
  22. 22. Caution • Be careful not to get caught up in identifying your rising stars based on history or “time in” • You also could run into arguments that investing differently from previous rising stars isn’t fair or will make someone else mad – Our current economic situation and requirement to succession plan won’t allow us to do it how we’ve always done it – You have to manage communications around this programwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 22
  23. 23. Make ThemFeel Special • Create a leadership development training program that includes training on soft skills – Leadership attributes – Ownership and accountability – Communication and managing conflict – People development and business development – Public speaking • Incorporate your current partners into the program – Dinners with the partners and partner candidates – Business model training – Participation in partner meetings and strategic planning – increase transparency!www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 23
  24. 24. Developing YourRising Stars • What else could you do to develop your “rising stars” and make them feel special? • What challenges do you need to overcome to do so?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 24
  25. 25. Driving Performance And Accountabilitywww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 25
  26. 26. The LeadershipDevelopment Model™ Define Performance – Roles and Ownership Goals Establish Monitor Reward Unity Performance Performance Around Firm – Return and Report Strategy Evaluate and Trust Discuss Accountability Performancewww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 26
  27. 27. The Foundation OfAccountability • Before you can institute or improve your firm’s accountability process, the partners must first establish unity – Based on trust – Around a firm strategy – With the right governance model and other constructs in place – Engaging in straight talk where there are disconnectswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 27
  28. 28. A Unified Team • Each partner should be expected to submit to the strategy and decisions made by those empowered to make them – In addition to firm policies, procedures and other expectations • Straight talk (and a little tough love) are required around: – Partner support both in and out of the partner meetings – no triangulation or “doing your own thing” allowed – Expected contributions or performance – Disappointment when performance is not happeningwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 28
  29. 29. Submission • A key attribute of an effective leader is the ability to submit – Trust building behaviors are required – Ensure the support structures are in place (like role descriptions, goals) and decision authority is defined – The question for you is, “once these are defined, will you submit to them?” This would allow for: • The Managing Partner, Service Line Leaders and Committees to be empowered • Decisions to be made more efficiently and effectively • Increased productivity • Less of a feeling of struggle for all involvedwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 29
  30. 30. Moving On • Sometimes, a partner may not be willing to buy in to firm strategy and may need to leave – All partners have to be willing to be accountable for their contribution to a unified strategy • While these conversations are never easy (and have other implications) the cost of a lack of partner unity is far greater – The long-term benefits of addressing a lack of buy-in far outweigh any short-term discomfortwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 30
  31. 31. Partner Performance Elementswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 31
  32. 32. Unified Firm Strategy • Do you have a firm strategy that includes the following elements? – Mission – the difference you want to make – Vision – where the firm will be in 3-5 years – Values – what you believe in, are committed to, and are willing to be held accountable for – Competitive Positioning – your “difference making” story – Product Service Mix – your “front burner” initiatives • Is it written and shared with the entire team? • Do you review it regularly with your team (at least quarterly)?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 32
  33. 33. Minimum PerformanceExpectations • “Minimum” partner performance expectations should be defined in competence areas such as: – Firm core values and leadership – Client service – Technical excellence – People development – Business development – Financial contribution • Each partner should set goals that go “above and beyond” minimum expectations based on each partner’s strengths – and goals must s-t-r-e-t-c-h you to make a differencewww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 33
  34. 34. When EstablishingYour Goals• Make them: – Specific – your goals should be specific rather than general and answer the “W” questions (who, what, why, when, and where) – Measurable – establish specific criteria for measuring progress whether financial, based on activities, etc. – Realistic and Relevant – a goal must be something the organization is committed to and that you are willing and able to work toward – Written and Shared – commitment to performance increases when goals are written and you tell otherswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 34
  35. 35. Sample PartnerGoal Form YOUR FIRM Partner Goals Evaluation Period ________________________ Name: SL: Mentor Partner: Goals – Be Specific Measurement - Specify how Timing – Specify the “by when” date • What is your goal? we will measure progress and for completion • What steps will you take to accomplish this goal? completion • Who owns these steps? 1. 2. 3. 4. 5.www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 35
  36. 36. Goal Examples –People Development • Develop procedures and best practices associated with estate and gift tax service line that are approved by the Tax Department Head and rolled out in a web-based training to all Tax staff by XX/XX/XX • Mentor PERSON’S NAME to prepare her to move to the role of Manager including taking her to 2 referral source meetings, 2 sales meetings and including her in 2 performance conversations with staff by XX/XX/XX • Recruit a senior audit manager into our group by XX/XX/XX • Transition the CLIENT NAME audit relationship and engagement management to PERSON’S NAME by XX/XX/XXwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 36
  37. 37. Goal Examples –Client Management • Hold strategic client account planning meetings for my top 15 clients, completing three specific actions or outcomes determined for each client by XX/XX/XX • Introduce two other manager or partner contacts to my top five client contacts by XX/XX/XX • Make two additional C-level, board member or key service provider contacts for each of my top five clients by XX/XX/XX • Transition thirty smaller corporate or personal tax clients to PERSON’S NAME or OUT OF OUR PRACTICE by XX/XX/XX • Develop the client portion of my succession plan by identifying who I will transition each client to and by when and reviewing that plan with my department head by XX/XX/XXwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 37
  38. 38. Return And Report• You’ll drive performance by being accountable and regularly checking in to return and report your status – When partners are asked to report on their status regularly, they are more likely to show up with progress having been made – Partners should share their status against their goals with their direct reporting partner and in departmental, office, or firm-wide partner meetings• These check-ins should occur no less than quarterly – Share roadblocks and breakthroughs, and communicate both appreciation and disappointment • Engage in “straight talk” about unmet commitments • Don’t “ball drop” or give fuzzy language when making commitments (i.e. “I’ll try”)www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 38
  39. 39. Must Do: MeetingRecaps • Write a brief recap for “return and report” meetings you participate in if one isn’t assigned – You’ll ensure clarity on decisions made and actions assigned and the next “return and report” date • Recaps should include: – Who owns which actions and when they’ll be complete • The owner’s name can be in blue for easy identification – Key decisions that were made • If a decision wasn’t reached, who owns driving to a decision after the meeting? – Items that were off-topic but captured in a “parking lot” for future follow upwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 39
  40. 40. Let’s Interact • Why don’t we consistently provide performance feedback to our partners? • Why do we resist receiving it?www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 40
  41. 41. Partners Are NotAbove Feedback • The phenomena that once you make partner, you’re “above” performance feedback or having to “answer” to someone still exists in many firms • Partners should receive feedback on a regular basis when they return and report the status of their goals • And, partners should receive a formal annual (if not semi- annual) review, too, just as you do for your other team memberswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 41
  42. 42. It IS Your Place … • …to talk partner performance! • To drive firm growth and permanence, which requires a “constant refinement” mindset • As leaders, to strive to learn and improve every single day up until our last – But a lot of what partners portray is something like, “Don’t call me on mine and I won’t call you on yours” • If you’re the managing partner, CEO, a service line leader or a partner responsible for an operational element of the firm, you will have corrections and requests you need to make • …to provide feedback and talk straight to partners!www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 42
  43. 43. Importance OfPerformance Feedback • Performance feedback is a gift we give others • It enables us to: – Communicate expectations and get feedback on ways we can improve our people and processes – Provide an opportunity for performance improvement – Motivate those on the right track to continue on their path and inspire those who are not to shift directions – Manage those who are not performing to improve • Doing so provides us confidence that we’ve done all we could when admitting a team member is not workingwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 43
  44. 44. Reward Performance • By implementing a good comp system that… – Is understood by all (in writing) – Is simple (or as simple as possible) – Is fair – those who contribute the most get the most and those who contribute the least earn least – Is trusted – Encourages the right behaviors – Is motivatingwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 44
  45. 45. Pay For Performance • We’re believers in getting as close to a pay-for- performance method as possible • Making changes in your comp system has to be transitional • Foundational tenants – Compensation is separate from return on owner’s equity and/or shares owned – Some separate NOI and pay whatever is left over after comp based on shares – Comp should be roles-based – those who perform the most valuable roles make the most – It includes a combination of base salary (draws) and incentive based compensationwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 45
  46. 46. Summary OfAccountability Musts • Start with unity around a firm strategy • Assign ownership and define partner roles clearly • Establish partner goals that are specific, measurable, realistic and relevant • Monitor progress along the way • Provide effective feedback on performance Define Performa • Reward partners based on performance nce– Roles and Goals • Learn, repeat, get better… Reward Establish Unity Monitor Performa nce – Performa nce Around Firm Return Strategy and Report Evaluate andwww.convergencecoaching.com Discuss Performa ©Copyright 2000-2012 nce ConvergenceCoaching, LLC All rights reserved. 46
  47. 47. Next Stepswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 47
  48. 48. Commit to One Thing • Choose one behavior, change, or action that you will commit to go back to your office and apply • Document what you’re willing to commit to on the One Commitment Form – Be prepared to share – Tell someone on your team the one idea you committed to who can help hold you accountablewww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 48
  49. 49. Thank You!• Provide me your business card to be added to our distribution list for e-newsletters and web seminar invitations• Contact us at any time! Jennifer Wilson (402) 933-2900 Jen@convergencecoaching.com http://www.linkedin.com/in/jenniferwilsonprofile http://twitter.com/JenLeeWilsonwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 49
  50. 50. Tools and Resourceswww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved.
  51. 51. ConvergenceCoachingResources• ConvergenceCoaching’s web site includes information at: – www.convergencecoaching.com• Read our Coaching Concepts newsletter: – http://www.convergencecoaching.com/Current_eletter/wilsons_writings.htm• Visit our blog for posts on these topics: – www.convergencecoaching.com/blog• Visit our learning center for access to additional courses: – http://www.convergencelearning.com• Visit us on Facebook: – http://www.facebook.com/convergencecoachingwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 51
  52. 52. HR Resources • www.aicpa.org/pcps. The AICPA’s Private Companies Practice Section web site with tools and resources on HR in their Human Capital Center. • www.cpaadmin.org. Association of Accounting Administration site that allows members to access resources and exchange information about learning and other topics • www.hr.com. HR.com is an online resource that covers the entire scope of HR issues. • www.hrpowerhouse.com. HR Powerhouse offers online tools, free appraisal forms, practices, process maps and more.www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 52
  53. 53. HR Resources • www.shrm.org. Society for Human Resources Management. • www.workforce.com. Resources for recruiting, training, HR management, compensation and legal issues.www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 53
  54. 54. HR Articles • “Are Mandatory Saturdays A Thing Of The Past?” by Jennifer Wilson – http://www.convergencecoaching.com/blog/2011/11/are-mandatory- saturdays-a-thing-of-the-past/ • “Are You Ignoring Spinach In Someone’s Teeth?” by Jennifer Wilson – http://www.convergencecoaching.com/blog/2010/07/are-you-ignoring- spinach-in-someones-teeth • “Build A Team Of Successful Players,” by Tamera Loerzel – http://www.mncpa.org/publications/footnote/2011-10/build-a- successful-team.aspxwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 54
  55. 55. HR Articles • “Get Your People Engaged,” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/New sletters/Articles_2011/CPA/Aug/EngageStaff.jsp • “HRs New Mandate: Be a Strategic Player,” by Dave Ulrich and Wayne Brockbank – http://hbswk.hbs.edu/archive/4861.html • “How Employers Can Win the Talent Quest – Book Summary On Keeping the People Who Keep You in Business,” by Leigh Branham – http://www.businessweek.com/smallbiz/content/jan2001/sb2001014 _851.htmwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 55
  56. 56. HR Articles • “How Flexible Is Your Firm?” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/New sletters/Articles_2010/CPA/Oct/FlexibleFirm.jsp • “Is Your Firm Old School or Cool,” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/New sletters/Articles_2011/CPA/Nov/FirmOldSchoolOrCool.jsp • “Midwest A Victim Of Rural Brain Drain” by Matt Vasilogambros – http://www.huffingtonpost.com/matt-vasilogambros/rural-brain- drain-iowa_b_830352.htmlwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 56
  57. 57. HR Articles • “People Development: More Important Than Business Development” by Jack Lee – http://www.convergencecoaching.com/blog/2011/09/people-development- more-important-than-business-development/ • “The Changing Role of Human Resources/Assessment Professionals: Adding Value in the “New” Organization,” by David A. Dye, Ph.D. – http://www.ipacweb.org/conf/99/dye.pdf • “The Lowdown on High Potentials” by Yasmine El-ramly – http://www.journalofaccountancy.com/Issues/2011/Dec/20114579.ht mwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 57
  58. 58. HR Articles • “The Role of HR in a Recovering Economy” by Peggy Castellano – http://wwww.examiner.com/x-13667-LA-Workplace-Issues- Examiner~y2010m2d21-The-role-of-HR-in-a-recovering-economy • “Top 10 Reasons Why Large Companies Fail To Keep Their Best Talent,” by Eric Jackson – http://www.forbes.com/fdc/welcome_mjx.shtmlwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved. 58
  59. 59. Leadership Resources • Built to Last - Successful Habits of Visionary Companies by James C. Collins and Jerry I. Porras • Crucial Conversations by Patterson, Grenny, McMillan, Switzler, and Covey • Developing the Qualities of Success by Zig Ziglar • The Discipline of Market Leaders by Michael Treacy and Fred Wiersema • Good to Great by Jim Collins (Collins, 2001)www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved.
  60. 60. Leadership Resources • The Heart of a Leader by Ken Blanchard (1999) • The Last Lecture by Randy Pausch (2008) • Leadership by Rudolph Giuliani (Little, Brown, 2002) • Management by Kathryn M. Bartol and David C. Martin (Irwin McGraw-Hill, 1998) • Outliers: The Story of Success by Malcolm Gladwell (2008)www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved.
  61. 61. Leadership Resources • Practice What You Preach by David H. Maister • Primal Leadership by Daniel Goleman (Harvard Business School Press, 2002) • Russell Rules by Bill Russell • Time Tactics of Very Successful People by B. Eugene Griessman Small Business Administration http://www.sba.gov/starting_business/planning/basi c.html • True Professionalism by David Maister (Free Press, 1997)www.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved.
  62. 62. Accountability AndTeam Building Reading • Accountability by Rob LeBow and Randy Spitzer • Breakthrough Teams for Breakneck Times by Lisa Gundry and Laurie LaMantia • Extraordinary Relationships - A New Way of Thinking About Human Interactions by Roberta M. Gilbert, M.D. • Nuts!: Southwest Airlines Crazy Recipe For Business and Personal Success by Kevin Freiberg • The Five Dysfunctions of a Team by Pat Lencioni • The Accountability Factor: The Buck Stops Here by Alan M. Dobzinskiwww.convergencecoaching.com ©Copyright 2000-2012 ConvergenceCoaching, LLC All rights reserved.

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