You have been assigned to lead an important project, you know the team members and understand the objectives and resources. Now you are ready to have your first project team meeting.
Written by: Marty Griffith, President, BankOnBuffalo
Written by: Timothy Leyh, Executive Director of The University at Buffalo Center for Industrial Effectiveness (UB TCIE)
STOP THE WHY NONSENSE!
‘Why’ is an instinctive question. Asked hundreds of times every day in organizations, and much of it is helpful. It is important to understand why a manufacturing process has failed, why a car broke down or why your fire alarm went off. It can be enlightening to see why people behave a certain way.
Purpose / Objective:
I just returned from an extensive learning exchange where the “who’s who” of Chief Learning Officer’s gathered at a state-of-the-art training facility in Toronto. The PhD’s in my life would be very happy to hear that I approached it like a study from the human capital training space, observing the learning challenges faced by organizations across the border. With a great cross section of companies represented, it provided me a perfect back drop to conduct what has apparently become my life’s work: Endless people research that has taken over even my social life. Yes, including observing behaviors (mine, none to honorable) at miniature golf. Ugg, what can I say, it’s all for the purpose of a greater good.
Continuing professional development is important for all employment levels and every size employer. It comes in many different forms, from formal seminars and workshops to independent research to learning from peers. However, no matter what form it comes in, it is essential to the success of both the employee and employer.
Written by: by Don Warrant, CPA, Freed Maxick
There are many guides, tips and tricks available on how to network successfully at various types of events. Networking . . . just mentioning it can illicit many different negative responses including fear, anxiety or stress. I know that it is “good” for me and that it is the “right” thing to do for both my personal and professional development. Of course, that makes it sound more like exercise than anything else. And like exercise, you can’t just do it occasionally and expect meaningful results. It takes practice, learning and even failure at times to figure out what works for you. It also includes finding common ground with others to successfully network in the first place.
Per research by Harvard Business Review, the typical person steps into a manager role around the age of 30. Also, per this study, the typical manager receives her first formal leadership training around age 42. It can be concluded that the majority of today’s managers operate in leadership positions for over a decade without formal training and the necessary skills to succeed.