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When an Acquisition Goes Awry It's Usually Because of Culture (i4cp login required)

i4cp

corporate history (Holson, 2008). Lafley, P&G’s chairman, president, and CEO at the time (Lafley retired in 2015), described how important culture was in his early acquisition discussions with Gillette’s CEO, Jim Kilt, who called him to propose a deal. “It Some refer to it as one of the worst acquisitions in U.S.

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How to bridge the generation gap in the workplace

Insperity

Outlook on work is impacted by the economic downturn of 2008 (the resulting career uncertainty and devastating impact on retirement savings). For example, a Baby Boomer on the precipice of retirement may be driven more by money: Salary increases, 401(k) contributions or bonuses. Implement cross-generational training.

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Swimming Lessons: 5 Gold-Medal Tips to Get Peak Performance from Top Talent

Linkedin Talent Blog

Russell studies video and data then makes suggestions to swimmers and coaches to help them achieve faster times. So, data and a growing comfort interpreting it became Russell’s friends. Turning to data rather than relying on hunches or habit can help you stay ahead of the pack.

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“Leadership visibility” With Charlie Katz & Chuck Stokes

Thrive Global

Stokes, Former President and CEO of Memorial Hermann Health System, joined the system in 2008 as Chief Operating Officer (COO). Chuck retired from Memorial Hermann effective December 2019. Leaders are expected to use available data to make appropriate decisions about the future. I formally retired in December 2019.

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2023 workforce predictions: resilience over growth

Achievers

AWI data from the 2022 State of Recognition report shows that regular meaningful recognition from managers triples their Manager Net Promoter Score (mNPS). Coaching The traditional management approach is directive and solution focused — the manager identifies the problem and tells the employee what to do. What is belonging at work?

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Reinventing Work

Sergio Caredda

Again, we have a big difference between those that have a bargaining power (often supported by executive compensation data providers, often hired by CEOs to “pump” compensation) and those instead that do not have it, and that often have only hope in collective bargaining and minimum wage regulations. Will people provide more data?

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Reinventing Work

Sergio Caredda

Again, we have a big difference between those that have a bargaining power (often supported by executive compensation data providers, often hired by CEOs to “pump” compensation) and those instead that do not have it, and that often have only hope in collective bargaining and minimum wage regulations. WIll people provide more data?