We sat down recently with Erica Taylor, Golden 1 Vice President of Communications & Community Relations and last year’s Young Professional of the Year, to talk about the credit union’s efforts to attract and retain younger employees and customers.
The best mentees need projects over which they can take ownership. They need space to try new ideas and provide feedback that is valued by leadership. If you’ve selected a brilliant team full of potential, you needn’t be afraid of doling out projects that require a more complex execution.
I am an exempt employee and have been working at my company for just under three years. I recently had a serious medical issue that required me to terminate a pregnancy for my own health. I’ve now had three doctor visits in comparatively short succession, and my supervisor is asking why. Since this is an incredibly personal matter, I’m wondering how much I am required to disclose?
On March 18, I will send more than 50 SAFE Credit Union employees to the Metro EDGE Emerge Summit. This collaborative effort of Sacramento’s young professional leaders will create an amazing forum to consider new ways of contributing to the growth and transformation of the Sacramento region. Each year, this event draws hundreds of young professionals. The summit promotes innovation and broadens one’s network, all while offering professional development resources.
There’s a lot of credit given to those who are fearless. And it’s a worthy attribute, but it’s important that we acknowledge exactly what we mean when we laud fearlessness.
Toxic people don’t lack insight into their behavior — they lack motivation to change it. Instead, they spend their time gaming bosses, employees and jobs to their own advantage and the detriment of others. Leaders need to deal with them as soon as a problem arises with clear communication and accountability measures. If the bad behavior persists, they need to go.
I work at a marketing company and often work long hours. Sometimes issues come up outside of the office, and I frequently find myself using my cellphone (and personal computer) for work. Am I required to do this and if not, how can I respectfully set limitations?
Sales and marketing can feel like a never ending marathon — as soon as you reach the finish line with one lead, there’s another sale to close. Even when all your hard work results in new sales, many businesses fumble when they pass the baton to engaging and welcoming the new client. The lack of a solid onboarding strategy can result in a rocky start to your relationship with clients, increased requests for refunds and decreased confidence in your business.
Creating a winning game plan – whether in business or in sports – requires the right mix of identity, focus, incentives and passion. Just ask Bunky Harkleroad, coach of the fast-paced women’s basketball team at Sacramento State.
If brand is more than a logo, why are most brand books little more than a style guide? A style guide isn’t going to empower your employees to deliver on your brand’s promise, guard your brand’s differentiators, or make everyday decisions in line with your brand strategy.
People will inevitably adapt to the demands that new technologies bring. They say that children born today will never have to learn to drive a car. Instead, they will learn to do things no adult generation today can yet imagine. It has always been this way, since the first caveman discovered fire and invented tools. Each preceding generation has something to do with the inventions that are passed on to the next. So why all the intergenerational demonization?
I’m overseeing the hire of a new leadership position. We want to post the position online, but there are so many options, including up-sells to “featured posting” and the like. How do I write a compelling job description that will attract top-notch potential employees, and how do I best use my dollars — some of these sites are expensive!
Every well-meaning small business owner is capable of inflicting wounds that stifle drive, trust, employee engagement and motivation. Maybe not as blatantly as calling out incompetence, but neglect and disrespect through lack of communication de-motivates too. Worst of all, we don’t even know we are doing it.
Like a prophet from on high, global futurist and author Dan Burrus’ has a rare knack for technology predictions that provide us with a blueprint for change in the business world. His book Flash Foresight challenges leaders to examine hidden trends, using them to shape the innovations of tomorrow versus allowing for aimless solutions that lack relevance.
Job growth and wages are on the rise, which should signal a great time for businesses in the U.S.—except that no one wants to run them. Only one-third of U.S. workers believe becoming a manager will advance their careers, according to recent survey by professional staffing website Addison Group.
I just started a new job where I am an exempt employee. When I started, I was asked to provide a “regular work schedule” that I selected as 7:30 a.m.-4:00 p.m. When I inquired about coming in at 8:30 on Monday and Friday mornings, my employer said they didn’t favor that and as a new employee, I didn’t feel comfortable pushing back. As an exempt employee, what are the rules about standard hours?
It’s an unwritten but long-standing axiom in business: You can’t get to the top alone. You need a mentor in your corner who is older and wiser. As a young, aspiring publisher almost 27 years ago, I certainly had help from all around. The business owners with whom I spoke supported me with their wisdom, as they continue to do today. I’ve received guidance, know its value and am extremely grateful.
You might experience a scenario like this at the office: A colleague, boss or employee is incredibly gifted; they are technically skilled, knowledgeable, strategic and very smart. But a frustrating paradox is that they are terrible communicators: unable to take on other’s perspectives, constantly interrupting and long-winded, putting themselves ahead of others, defensive, inflexible, emotional — you get the drift.
In the coming months, Chris Johnson will ask a lot of his employees, whose average age is just 24 years old. He expects to do $30 million in retail sales this third year of manufacturing, recently signed a powerful licensing deal with Disney’s Marvel, and plans to expand from the four products currently on shelves to more than 100 next year. But Johnson’s hiring strategy emphasizes passion over experience, something he says his team has in spades.
I am currently handling a nasty investigation into bullying and harassment at my company. What do I do after the investigation if all parties remain with the company? The relationship has broken down — do we just have to move the employees? I think it’s too late for mediation.