Why is change so difficult? At its core, change is intrinsically personal. While organizations may collectively seek to change, the decision resides at the individual level. As we seek to change behaviors, we need to incorporate three actions to succeed:
I recently made an offer to a new director of communications for my company. However, I then found out this individual had posted to Facebook asking friends for feedback on two job offers — one for my company and another for a local competitor. I was horrified and I want to remove my offer. Any advice on how to tactfully prevent this from happening in the future?
Stop what you’re doing — which is probably a lot, all at once. As it turns out, experts say multitasking drains your brain power and dilutes the quality of your work. Luckily there’s a solution: Start mono-focusing.
What if we’re doing it all wrong? What if instead of trying to do 37 things at once, we just try and do one thing at a time — what some productivity experts call either “mono-tasking,” “mono-focus” or “uni-tasking”— and do the job well?
Giving back and making an impact are critical priorities among millennials, and Metro EDGE members are no different. Forbes characterized our generation as one that integrates “the causes they care about into their daily routines and purchase behaviors.” But it goes beyond selecting specific brands or businesses that give back to our global community or position themselves as businesses that do good. Millennials want to participate and see tangible results.
We have a female employee who reported sexual harassment from a male coworker. The woman didn’t want to come forward, but once the CEO found out, he felt he had an obligation to handle the claim. We currently are without an HR manager. What is the proper way to handle this? Should an investigation be made?
What exactly is the difference between a leader and a manager? We often use these terms interchangeably, but the skills necessary to be effective in these roles are quite different. One involves looking beyond day-to-day needs to see the big picture, while the other means focusing on the details. Both require a service toward others.
According to numbers from the Sacramento Area Council of Governments, the region needs to be building an average of 12,000 homes per year to meet demand. Here are five projects in the works:
The Sacramento Area Council of Governments reported that between 2013 and 2021, the region needs to build about 105,000 housing units to meet demand. Dividing that number by the nine years means almost 12,000 units per year.
On this episode of Action Items, Dr. Jessica Kriegel, an organizational development consultant at Oracle and author of the book “Unfairly Labeled: How Your Workplace Can Benefit From Ditching Generational Stereotypes,” and Angélica Quirarte, a government innovations strategist for the California Government Operations Agency, and join host Tre Borden to discuss how the State — and private organizations — can address an aging workforce and prepare for a younger generation of workers.