Archive for April, 2013

Jay Wolf Speaks to Hedge Fund Managers about Emotionally Intelligent Leadership


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82x107xjay_wolf_bioth.jpg.pagespeed.ic.TIwr0fP4P2Jay Wolf,  a Consultant and Executive Coach with Grahall, was a keynote speaker at the UBS PREMIER HEDGE FUND CLIENT CONFERENCE held in Naples, Florida on April 17-19, 2013. Jay spoke about the power of emotionally intelligent leadership in motivating employee performance and enhancing organizational success.

Access this compelling and important speech by clicking here: Emotionally Intelligent Leadership.

Jay works in a wide range of industries specializing in Leadership Development, Performance Assessments and Organizational and Executive Coaching. Mr. Wolf is also a principle and co-founder of JCris Consulting Group, an international consulting and coaching firm. Using their “Power Methodology”, JCris Consulting Group partners with organizations to enhance human capital performance and deliver better bottom-line results.

Contact Jay at

Each participant at this conference also received a copy of Grahall’s Michael Dennis Graham’s latest book Hedge Fund People Strategy: Human Capital that Supports Investment Excellence, Sustainability, and Growth. This important book provides readers with a perspective on the key dimensions of hedge fund people strategy and the organizational, talent management, compensation and employee relations practices in the hedge fund industry. More than just describing these practices, this book outlines why the practices need to be unique to each firm, and how firms can ensure that human capital is working as hard as the financial, intellectual, information, and other capital components demonstrated in today’s most successful firms. This book offers an unrivaled look at one of the little discussed but critical success factors in the hedge fund industry, its people.

Contact Michael (917) 453-4341 or

Filed under: Expert Perspective - Leadership Development

Please sir, I want some more!


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According to an April 1, 2013 article in Financial Times, “the UK’s opposition to the new EU-wide cap on bankers’ bonuses was swept aside in an otherwise unanimous vote in favour of the new rules. The EU-wide cap, effective next year, will restrict bonuses to the same level as salary, or at twice that level with explicit shareholder approval”.

And it’s not just bankers, according to a March 24, 2013 article in the Financial Times, “Sven Giegold, the German Green party MEP spearheading the legislation, is believed to want to extend the proposed bonus caps to hedge funds, and other vehicles such as private equity funds, covered by the EU’s Alternative Investment Fund Managers Directive.”

Oh dear, such dire circumstances for the EU bankers (the majority of whom are in London). Will this harsh punishment turn EU bankers in the next Oliver Twists begging their strict regulators for just one more bowl of gruel (or a richer pay package)? Well, probably not.
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Filed under: Expert Perspective - Rewards

The Right Track


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In the face of all the recessions since 1980, employment numbers have simply not bounced back to where there were previously. We need to face the fact that certain jobs are not coming back. Whether they have been sent overseas to cheaper workforces or they have been automated, some positions, most of them less skilled, are gone forever. But it’s not just jobs like cashiers and bank tellers that have been automated or manufacturing jobs that have gone overseas, it is lots and lots of middle level management positions at large companies that have disappeared as well. While this is not good for many Americans, it may be good for business.
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Filed under: Expert Perspective - Organization Development

The Variable Worker – Revisiting the Employee/Employer Value Exchange


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The stubborn 7% unemployment rate here in the United States tends to masks a larger issue of underemployment, which today might be in the neighborhood of 18%. In the 1990’s and early 2000’s, with unemployment rates at near historic lows, there was a demand for work life balance with a popular cry of “work to live don’t live to work”. Weirdly this sentiment applies today as well when perhaps 1/4 of the US working population either unemployed or underemployed. These people really do need to work to live. But with so many Americans struggling, the US traditional growth engine of consumerism can’t fix the problem. With limited disposable income American can’t spend their way out of this employment problem. So what will happen? How can companies and how can workers revision themselves to prosper under these “new normal” conditions? 
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Filed under: Expert Perspective - Employee Relations and Communications