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Coaching can be incredibly beneficial for individuals and organizations, but you can only lead a horse to water, you can't make it drink. For coaching to be successful, the coach, coachee and organization must understand what coaching can do and what it can’t. 

There’s a secret to creating culture. It’s not a magic technique, but a proper perspective. Cultures are created naturally whether it’s in a department, an organization or a whole country. The questions are, what kind of culture is being created and who is guiding its creation.

​Most successful organizations have transitioned from the traditional employee appraisal process to the more enterprising performance management process that ties employee performance to organizational performance through its mission, vision and values. Management teams have discovered that when they do not deploy cascading goals from the executive suite to divisions, departments and individual employees, the organization experiences a misalignment with their overall goals. This misalignment results in unclear goals at the department and employee level. 

Today we hear a great deal about including job competencies in our job descriptions. One question I hear often from students and practitioners in my SHRM certification course is: “exactly what are job competencies and how do they differ from job skills?” This is a great question and the confusion lies in the fact that competencies are, in fact, skills.