StrategyDriven Diversity and Inclusion Article | Diversity and Inclusion - Return on Investment, part 4: Litigation, Fine, and Payout Reduction

Diversity and Inclusion – Return on Investment, part 4: Litigation, Fine, and Payout Reduction

/in , /by

Harassment litigation represents a catastrophic failure of an organization’s diversity and inclusion program. In these circumstances, the organization not only fell short of excellent performance but realized such aberrant behavior as to be non-compliant with applicable laws. Such occurrences not only represent large one-time costs associated with reduced productivity, heightened distraction, and elevated attrition.

Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.

Subscribe to the StrategyDriven Insights Library

Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).

Subscribe Now!

Not sure? Click here to learn more.

 Buy the Article

Don’t need a subscription? Buy access to Diversity and Inclusion – Return on Investment, part 4: Litigation, Fine, and Payout Reduction for just $2!

Access the Article Now!

Inspiring Employees with a Values-Rich Environment

/in , , /by

Even if your corporate culture leaves a lot to be desired, managers can create a localized environment that inspires your employees to achieve peak performance. It’s a fact that I discovered over and over in my work for JetBlue, Southwest, Doubletree and other companies with high-performing cultures: the vast majority of your employees want to work in a place where people care about customers and each other, are fully engaged, take pride in their work, and feel the obligation to continually improve. In other words, they want you to create an inspiring culture, even if it’s just in your department. They will even help you create it, if you show them the way.

Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:

Subscribing to the Self Guided Program - It's Free!


 

About the Author

Ann Rhoades, author Built on Values: Creating an Enviable Culture that Outperforms the Competition, is president of People Ink, a culture-change consulting firm. Ann serves on the Board of Directors for JetBlue and P.F. Chang’s. She was one of the five founding executives of JetBlue Airways; Chief People Officer for Southwest Airlines; and Executive Vice President of Team Services at Doubletree and Promus Hotel Corporations. To read Ann’s complete biography, click here.

Leadership Inspirations – Out on a Limb

/in /by

“Why not go out on a limb? Isn’t that where the fruit is?”

Frank Scully (1892 – 1964)
Author

StrategyDriven Podcast Special Edition 59 – An Interview with David Aaker, author of Brand Relevance

/in , /by

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.

Special Edition 59 – An Interview with David Aaker, author of Brand Relevance explores the creation of offerings so different that they create unique categories within which customers perceive no other product or service alternatives. During our discussion, David Aaker, author of Brand Relevance: Making Competitors Irrelevant, shares with us his insights and experiences regarding:

  • the difference between brand relevance and brand preference
  • advantages of achieving brand relevance over brand preference
  • several key factors needed to gain brand relevance
  • how a company establishes and manages a new category or sub-category
  • how a company maintains brand relevance over time
  • key characteristics and competencies an organization must have to successfully pursue a brand relevance strategy

Additional Information

In addition to the outstanding insights David shares in Brand Relevance and this special edition podcast are the resources accessible from his website, www.Prophet.com.   David’s book, Brand Relevance, can be purchased by clicking here.

Final Request…

The strength of our community grows with the additional insights brought by our expanding member base. Please consider rating us on iTunes by clicking here. Rating the StrategyDriven Podcast and providing your comments online improves our ranking and helps us attract new listeners which, in turn, helps us grow our community.

Thank you again for listening to the StrategyDriven Podcast!

About the Author

David Aaker, author of Brand Relevance: Making Competitors Irrelevant, is Vice-Chairman of Prophet, a marketing consultancy that helps senior executives balance their organization’s short-term business needs against their long-term growth goals, and Professor Emeritus of Marketing Strategy at UC Berkeley’s Haas School of Business. One of the world’s leading experts on branding and the winner of three awards for lifetime contributions to the science of marketing, David has published over 100 articles and fourteen books; including Strategic Market Management that has been translated into eighteen languages. To read David’s complete biography, click here.

Podcast: Play in new window | Download (Duration: 32:45 — 45.0MB)

Subscribe: RSS

Management Would be Easy if You Didn’t Have to Deal with People, part 3 of 3

/in /by

Conditions for Empowerment

We realize that so far this empowerment process looks fairly easy. Set the goals for everyone, establish their boundaries, and set ‘em all loose.

As you might guess, it isn’t quite that simple. But it’s not too far off really.

Before a manager can put a team member in an empowered environment, the manager must be satisfied that the team member can meet some very specific conditions. They’re quite straightforward, but they are absolutely critical.

There are three steps that we follow to ensure that our employees are correctly empowered – that they have both the responsibility and authority to conduct their activities effectively. We’ve already talked a bit about the first two: establishing goals and boundaries.

The third step is to ensure that the correct conditions exist between the manager and the employee. This third step is critical, but oftentimes it isn’t even considered. We’ve found that without these conditions, the employee and the manager are doomed to failure. There are three of these conditions, all of which are equally important, and all of which must be demonstrated by the employee to the manager:

Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:

Subscribing to the Self Guided Program - It's Free!


 

About the Author

John Cioffi received his first business education in his family’s restaurant and lodging business. He later held executive positions in several companies, ranging from start-ups to a Fortune 100. He has been a business coach for more than 15 years, is a frequent business speaker, and is a partner in GoalMakers Management Consultants. He received a BA from Colby College, a master’s degree from Dartmouth, and an MBA from Wharton.