Culture, Leadership, People
Matthew Harrington
Unlock the Secrets to Revitalize and Retain ...

We are thrilled to announce the release of our new e-book, "Revitalize and Retain Staff", now available for free download on our website! This comprehensive guide is packed with actionable strategies designed to boost employee engagement, retention, and resilience. Whether you're leading a small team or managing a large organization, this resource is your roadmap to creating a thriving workplace where people want to stay, grow, and succeed.

Unlock the Secrets to Revitalize and Retain Your Staff: E-Book Launch Today!
People, Leadership
Matthew Harrington
The Deep Ocean Model – Unseen Currents of ...

This post draws parallels between ocean currents and human behavior, suggesting that just as deep currents shape the surface waves, underlying beliefs drive visible behaviors. These beliefs, though often unseen, influence actions and decisions in the workplace, making it essential for leaders to uncover and address them rather than merely focusing on surface behaviors. By engaging in meaningful belief discussions, leaders can guide behavior changes, much like oceanographers study currents to predict and influence ocean movements.

The Deep Ocean Model – Unseen Currents of Belief and the Behavior That Shape Us
People, Leadership
Matthew Harrington
The Leader as a Gardener of People: Maturity

The final stage of development, Maturity, represents team members who have high aptitude and attitude, capable of bearing fruit and mentoring others. Leaders should empower these individuals by delegating responsibilities and encouraging them to guide those in earlier stages, like the Adolescent follower. By assessing and strategically supporting each team member's growth, leaders can cultivate a thriving and productive environment where everyone can flourish.

The Leader as a Gardener of People: Maturity
Leadership, People
Matthew Harrington
The Leader as a Gardener of People: Disgruntled ...

The "Disgruntled" stage in a follower’s development mirrors the secondary growth phase of plants, where individuals become experienced but may harbor negative attitudes and exhibit inconsistent behavior. These team members often have high aptitude but are susceptible to negativity, which can impact both their performance and the morale of others. Leaders must address these behaviors through open communication, setting clear expectations, and providing opportunities for growth to help them re-engage positively with the organization.

The Leader as a Gardener of People: Disgruntled Stage
People, Leadership
Matthew Harrington
The Leader as a Gardener of People: Adolescent ...

The "Adolescent" stage of follower development, akin to the teenage years, is a critical period where initial enthusiasm fades, and individuals start testing boundaries while seeking greater responsibility. Leaders must adopt a coaching approach that balances support and accountability, addressing behaviors that don’t align with organizational values, reinforcing early wins, and consistently adhering to established boundaries and goals. By proactively coaching and maintaining a positive environment, leaders can help their team members navigate this transitional phase and continue their growth into confident, competent contributors.

The Leader as a Gardener of People: Adolescent Stage

Talent Development

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XPollination (Ep. 20) - Millennials and Talent Development

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XPollination (Ep. 20) - Millennials and Talent Development

Today we have special guest Bruce Tulgan, bestselling author of It's Okay to Be the Boss, Not Everyone Gets a Trophy and his most recent book, Bridging the Soft Skills Gap, joining us for our 20th episode. Bruce is internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA.  Bruce was named by Management Today as one of the few contemporary figures to stand out as a “management guru.” Bruce also lectures at the Yale Graduate School of Management and writes articles for many different associations including TRAINING magazine and the Huffington Post.  Before founding his company, RainmakerThinking in 1993, Bruce practiced law at the Wall Street firm of Carter, Ledyard & Milburn.

NEWS: Social Learning and Technology in the New Workplace Will Be The Focus of Harrington’s Talk With The Hudson-Mohawk Association for Talent Development

NEWS: Social Learning and Technology in the New Workplace Will Be The Focus of Harrington’s Talk With The Hudson-Mohawk Association for Talent Development

On Friday, September 18th at 8:00am the Hudson-Mohawk Chapter of the Association for Talent Development (formerly American Society for Training and Development) will host Matt Harrington, author, trainer and speaker at an event that focuses on organizational learning and preparing for the new “social” worker.  

GenX Rising

GenX Rising

One of the biggest challenges we run into when we work with organizations is that GenX does not have the fundamental competency and skill set to think strategically for the organization.  This isn’t a slight at GenX; I don’t believe the organizations have prepared them well nor have organizations invested the necessary resources for GenX to be where they need to be at this stage of the game.  Whether in meetings or on the shop floor or helping prep for a presentation, we find that many GenXers have a tendency to stay at an operational, 10,000 foot thinking capacity.

Millennial Talent Development: Areas of Focus for 2015 (TD.org)

Millennial Talent Development: Areas of Focus for 2015 (TD.org)

Originally posted on TD.org in ATD's Management Community

Although Millennials may think they come to the workforce primed and ready to go, needing little to no development, they would be wrong (and I’m a recovering Millennial so I can say that). We all need development, and we all need help identifying strengths and identifying ways to neutralize our weaknesses.

Here is a list of eight areas of development for you, as a manager, to work on with your Millennials in 2015.