The 7 Steps to Successful Projects

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patton #1Charles Patton’s September article for PSX: People Strategy Exchange examines how thoroughly explaining why a project is being undertaken instills a sense of confidence that the decision to proceed was thoughtful, priorities were considered, fits for the organization, a plan is in place, the time, effort and expense costs have been considered and the cost: benefit ratio points to a successful outcome. All these are necessary to successful outcomes.
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Top Down | Bottom Up | Middle Out

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In his September article for PSX: People Strategy Exchange eMagazine, Marvin Smith of Deliberate Synergy explains why it takes more than just agreement to make large scale change happen.  Marvin Smith shares insights about top down, bottom up and middle out leadership, and how they are all necessary to ensure the success of large scale change projects.


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Are Millenials from Mercury and Boomers from Pluto?

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Even though there are years between Boomers and Millennials, Jim Finkelstein and Melissa Mead show us that the differences aren’t so significant after all and why it is good business to leverage whatever differences do exist rather than focus on the liabilities of the inter-generational mash-up.


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Board Evaluations: Get it Right for Better Boards

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According to a study by PWC, 94% of public companies regularly conduct an evaluation of their board. Since the NYSE requires all its listed companies to conduct some form of board evaluation (NASDAQ does not, but recommends it as good governance) this number is not a surprise. Unfortunately, both listing agencies are silent as to what an evaluation should be, what form it should take, or how it should be conducted. Small wonder therefore, that an “evaluation” can take almost any form, from an informal discussion about how the group is doing, to a full, detailed, peer-to-peer 360 degree assessment. For some directors, such a fully revealing look can be quite uncomfortable.


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The Politics of Fair Pay: Revisiting the Wage Gap

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Pol of fair play #3Fixing the wage gap (even for organizations committed to its eradication) is no simple task.

Last April the country celebrated (read that word with great sarcasm) “equal pay day”, the day that women had to work to in 2014 to be paid as much as men were paid in 2013. Equal Pay Day inspired legislators to push for a vote on the Paycheck Fairness Act that fell short of Senate consideration last April by just six votes.
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Inaugural issue of THE EXCHANGE for People Strategy emagazine just released!

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people-walkingTHE EXCHANGE emagazine… for cutting edge people strategy

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It Should be Executive Find not just Executive Search

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The Grahall Executive Search services are different because:

• Engagements are executed only by senior consultants
• We conduct fundamental research for every assignment, giving you the best in the marketplace, not just the best in our database
• There truly are few ‘off limits’ situations in candidate sourcing
• We utilize a unique approach called “Rational Pricing” with fees starting at a discount to the competition and percentages dropping as targeted compensation goes up. Additionally we offer relationship pricing which reduces fees on multiple searches within 1 year
• We operate on fixed fees.  Our fee is based on targeted total cash compensation; the final candidate’s actual compensation does not impact our fee
• We guaranteed your satisfaction, with payments contingent upon YOUR definition of success.
• Invoicing is based upon performance milestones, not the passage of time.
• Successful completion precedes payment in full

We invite you to watch our video (by clicking here) on this important subject. You can download the slides that are used in the video by clicking here:  ”Grahall Executive Search: Value Differentiators“.

Learn more about our services by clicking here: “Grahall Executive Search Overview“, or by contacting  me, Bill Byrnes at:
Office: 804.379.7837
Cell: 617.406.9239
Email: William.Byrnes@Grahall.com

Filed under: Expert Perspective



The Science and Art of Executive Coaching

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A practical and realistic approach to effective coaching for senior managers and leaders in your organization is available to you. Whether you are considering one to one coaching for yourself, a valued contributor, or are interested in building an internal coaching group “The Science and Art of Executive Coaching“ is worth a look.

There can be a clear line of sight from Organization Development to Leadership Development to Executive (or high level) Coaching. My Six Step Model to Executive Coaching has led to many successful coaching outcomes. It integrates the science and the art of coaching into a powerful and effective approach.

Click here to read more about my Six Step Model.

Whether it is individual coaching or the enhancement of coaching skills within an organization, The Science and Art of Executive Coaching is a proven and successful methodology offered by Grahall.

And for more information check out my videos at:

Introduction to The Science and Art of Executive Coaching
The Science and Art of Executive Coaching Part 1
The Science and Art of Executive Coaching Part 2

Filed under: Expert Perspective - Leadership Development, Expert Perspective - Organization Development



We Guessed It!

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Jamie Dimon won re-election to the JPM Board “by a landslide” of just under 68% of the votes ensuring that he will continue to hold the both the CEO and Chairman posts. We certainly are not surprised, and predicted this on our blog Now That’s a Tempest in a Teapot.
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It is Absolutely All Relative

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There are important question shareholders, boards, the media, and the public should be asking when it comes to CEO pay, but it’s not necessarily “how much”.  In her April 6, 2013 article for the New York Times, If Shareholders Say ‘Enough Already,’ the Board May Listen Gretchen Morgenson writes, “Last year, the median chief executive at a United States company with more than $5 billion in revenue received about $14 million, 2.8 percent more than in 2011, according to an annual pay analysis conducted by Equilar. The 2012 increase, though relatively modest, still represents a raise for most of those who inhabit the corner office (and whose companies had filed the data by the end of March)…. Do this year’s figures show any evidence of progress toward a new pay paradigm? You know, where the gap between the compensation of executives and workers narrows, or where company directors put shareholders’ interests before those of the hired hands?” 
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Filed under: Expert Perspective - Rewards