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This issue announces a new series of articles on
Business Process Improvement (Six-Sigma) that will be published
beginning January 2004. HPS introduces the concept of Discretionary
Employee Contribution™ and offers some considerations regarding
the Influence of Non-Cognitive Intelligence on Leadership Performance.
HPS works with leaders who want to perform at their best and inspire
the best from their people. We are passionate about helping leaders
and the teams and organizations they lead to achieve their highest
potential.
HPS Leadership Best Practices™ e-zine is published monthly
as a free information resource for senior leaders who seek practical
and cost-effective business solutions. HPS Leadership Best Practices™
readership has grown dramatically, with a significant representation
of international subscribers. We appreciate your ongoing feedback
and comments regarding the value of this publication.
I welcome your comments, suggestions for improvement, and requests
for new topics at any time. Please contact me directly at
lfehd@hp-strategies.com.
As we approach the holiday season, I am particularly mindful of
the many blessings and abundance in my life, a big part of which
are my clients, colleagues, and other friends whose patronage continues
to make this publication a success. I wish you and your loved ones
a most Happy Thanksgiving!
Until next month and kindest regards,
Larry Fehd, President and Founder
HUMAN PERFORMANCE STRATEGIES
Office (512) 415-0748 Fax (512) 335-6630
Corporate Headquarters - Austin, TX USA
www.hp-strategies.com
Coming Next Month
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Financial Management and Business Performance for HR Professionals,
by Melinda K. Figeley, SPHR |
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Leveraging Differences for Improved Business Results, by Edmond
Bazerghi, Ph.D. |
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Say No to High-priced Assessment Tools |
Coming in Future Issues
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BPI-Six Sigma: A Series of Articles on Business Process Improvement
beginning January 2004 |
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Statistical Forecasting: A series of Articles on Statistical
Forecasting and Related Topics Coming in 2004 |
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How Intangibles Influence Performance and the Bottom Line |
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Building the Strategic HR Enterprise |
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Emotional Intelligence: Assessment and Development by Edmond Bazerghi,
Ph.D., Center for Executive Assessment |
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Power Management: Positive vs. Negative Expenditures |
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Training vs. Entertainment |
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What and Why Are Easy; Knowing How Is the Key |
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Essential Steps for Creating and Sustaining High-Performance
Teams |
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Balancing Strategic and Tactical Workloads |
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Don't Take It Personally, It's Only Business |
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Safety: It's Not What You Think |
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Grow Your Own or Steal Your Neighbor's |
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Diversity: Different + Different = Power |
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Keys to Creating and Sustaining Trust |
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BPI-Six Sigma: A Series of Articles on Business
Process Improvement
Beginning January 2004, HPS Leadership Best Practices™
will feature a series of monthly articles on Business Process Improvement
or Six-Sigma. These articles will be authored by Morris Williamson,
an HPS colleague who has expertise in BPI-Six Sigma, statistical
forecasting, and related processes. He has published extensively
on a variety of application topics including quantitative methods,
operations research, and management sciences. [more]
Discretionary Employee Contribution™: Leveraging 100% from
Your Employees
Have you ever considered your employees as being paid volunteers?
Think about it for a moment. Regardless of their roles, your employees
continuously exercise voluntary discretion throughout the course
of the day. And their discretion and related behaviors may or may
not reflect 100% of their fullest potential contribution.
Discretionary Employee Contribution™ and corresponding behaviors
are driven by some form of stimulus. While leaders do not and cannot
influence all stimuli, exemplary leaders model appropriate leadership
behaviors and, as a result, inspire the best (discretionary contributions)
from their people. [more]
The Influence of Non-Cognitive Intelligence on Leadership Performance
Imagine the myriad list of books, articles, and other publications
on the subject of leadership. While there are many excellent references
on the subject of leadership effectiveness, little attention has
been given to the influence of non-cognitive intelligence on leadership
performance.
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Intelligence Quotient (IQ) is by far the most commonly known
and widely recognized measurement of intelligence in the world. |
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IQ can be accurately measured by a variety of tests and methods. |
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IQ is a reliable predictor of success in some human endeavors;
however, |
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IQ is not a reliable predictor of leadership performance.
[more] |
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