• 3 Ways to Communicate More Effectively in Business

    By Robyn Crigger

    One challenge that I hear repeatedly from every business person and employer I encounter is that “poor3 ways to communicate more effectively in the workplace communication” is a growing problem in business today. It is no surprise when you consider our extremely diverse workforce, as well as the popular use of technology. Both of these factors have a definite positive aspect, but they also cause a gap in communication in the workplace. 

    This issue has become so extensive that OI Global Partners – Compass Career Management Solutions has developed and provides an “Effective Communication Workshop”. Let’s focus on three key areas of communication between business leader and the general work population that can be addressed and resolved:

    -        Everyone feels rushed these days, and with time being so precious it is important to be straight forward, concise, and to the point when discussing a situation with an employee or employer. Avoid being vague or “beating around the bush.” Be specific and make your point without mincing words. This does not mean to be disrespectful – just relay your point without a long story. (For example, if you need to receive a report on a project by Friday, say so – not “I need that report soon.”) 

    -        Your attitude is another aspect of communicating that certainly impacts the conversation.  If the topic is important, your voice should be firm and well enunciated without shouting or looking angry. Also, look at the person in his or her eyes. This relays that you are being honest and forthcoming.

    -        If the situation requires a tough decision, though you are open to options, alternatives, and/or resources for resolution, asking for that person’s perspective or opinion demonstrates that you value their input, which strengthens your mutual respect.  (For example, I was once told ...

    Full story

    Comments (0)

  • 4 Keys to Successfully Onboarding A New Leader

    By Patty Prosser


    One of the major downfalls for any leader in business today is the failure to successfully onboard into a new role—4 keys to successfully onboarding a new leaderwhether in an existing organization as a result of a promotion—or to a role with a new company. What a new executive does and doesn’t do in those first days, weeks and months will be remembered for years to come.


    And I would be remiss if I didn’t acknowledge that onboarding success or failure is not the responsibility of the executive alone. The organization needs to do its part to ensure the new leader is successful as well!


    But assuming the organization gets its part right—the executive fully understands his or her role; how he or she will be measured; and has the support, resources and tools to successfully do the job—there are four critical things the new executive must do to successfully establish himself or herself in the new role:

    1.     Manage first impressions with staff and colleagues. It’s important to show interest in and respect for those colleagues and stakeholders with whom the executive will be working. Establish these relationships as early into the new role as possible.


    2.     Honor past history. Regardless of the charge the executive has been given, it is important that he or she take the time to understand the legacy of the organization, division or department. Who has contributed to its success?


    3.     Build key stakeholder relationships. He or she must learn who the key “go to” people are and make the time to get to know them. These could be existing staff and other stakeholders in the organization.


    4.    Do periodic pulse checks. The new executive should take time to “check in” ...

    Full story

    Comments (0)

  • How to Overcome Being Over 50 and Overqualified

    By Charles Jannetti

    I am not exactly sure why highly qualified candidates should be summarily dismissed from the selection process. Thishow to overcome being over 50 and overqualified is a thoughtless and mean-cut posture often made by poorly trained hiring managers or weak HR employees. It is a copout statement.

    If they mean they are concerned that a solid candidate will ask for too much salary, they can cover that in open discussion. Afraid the candidate will leave for a better job too soon after hire? Again, they can discuss that.

    Sometimes a résumé presents educational degrees and experience levels that may look intimidating to some readers, and they'll say you're overqualified. But you may still be called in for the interview. Go in with your action plan mentally pre-loaded. If this mindless comment is made, you want to be ready to artfully recover. Being prepared is your best option.

    Remember chemistry and sound interviewing skills usually win. Plus, with your experience and talent, you're probably better than many 25-35 year-olds walking through the door.

    It is critical that you do your homework, research and find out about the interviewer. Know their education background and what jobs they held. Research the person and increase the likelihood that you'll land the job. Show that you are resourceful, have commodities, and can readily offer value to help companies to the next level.

    Change focus and don’t disagree with an interviewer’s “overqualified” comment. Some ideas on the words to use are spelled out as follows:

    When you hear them observe that you have too much experience and you are overqualified, turn the tables with these words:

    “You are correct. I am well [shift from “over” to “well”] qualified for this position. That is why I applied for it. I am ready to deliver quality output now. I will ...

    Full story

    Comments (0)

  • Should You and Your Team Do New Year's Resolutions?

    By Susan Ruhl

    As we jump into the New Year, I find myself wondering: Is anything really going to be different in 2015?  Does makingshould you and your team do new year's resolutions? a resolution for either my team or me determine the course of the year?

    Well, that depends on how those resolutions are made and if I have bothered to get actual buy-in from my team. 

    A resolution is really nothing more that picking priorities for the year. A seasoned leader knows that he or she cannot ramrod ideas throughout a company. Employees have to understand the “why” of that priority and then have some input into the “how” of the priority. Today's leader must be participatory and flexible, yet also powerful enough to engage others.

    To be effective, a few steps that should be followed when creating a “resolution” for either you or your team include:

    Pick your priorities. Choose somewhere between 3 and 5 priorities for the year. More than that and a team becomes unfocused. It’s a good idea to focus on just 1 per quarter. All of these priorities ultimately drive toward one main focus over the next several years—your mission, vision and values achieved.

    Create a Communication Plan. First, the leadership must articulate the priority on which the company shall focus. Then, determine a way of communicating the importance, or the “why,” of that priority.  Communication needs to be clear and consistent and must flow in both directions in order for leadership to know how the company is progressing and the team to know what needs to happen to drive the company forward. Having a “daily huddle” to highlight successes and areas of help needed are a great way to keep communication lines open between employees and their managers. 

    Know your metrics. Understanding the data behind key business decisions is necessary ...

    Full story

    Comments (0)

  1. 1
  2. 2
  3. 3
  4. 4
  5. 5
  6. 6
  7. 7
  8. 8
  9. 9
  10. Next page

The vOIce

The vOIce is written by many of the managing partners of OI Partners. Topics include our ideas on how you or your organization can be effective in areas related to career development, executive development, workforce development, career transition and more.

We welcome your comments!