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This article focuses on the emotional disconnect being experienced by employees with the emergence of digital technology. It discusses the impact of digital distance of employees' performance, the use of digital communications by executives as a substitute for face-to-face interaction, and ways for executives to create an emotionally-connected culture within the organization.

The article discusses how a commitment to engagement can help government agencies effectively manage change within their organization. Topics covered include the need for transparency and effort on the part of senior leadership, the benefits of greater employee engagement, and supporting employee engagement through clear organizational values. The importance of developing an effective communication strategy is also mentioned.

The article explores the use of Process Communication Model to improve as a manager and leader of military and civilian public servants. It cites various personality types of workers including workaholic, persister, and promoter. It also notes the challenging workplace scenarios, and approaches to address miscommunication and negative behaviors. Among the scenarios include a work situation in which a worker with dreamer personality experienced severe distress. Moreover, it infers improvement in staff job satisfaction, and job performance with the use of the Process Communication Method.

The article focuses on the importance of the role of program and project managers. It says that the best way to manage public-sector projects efficiently and justify project expenditures is to hire skilled and credentialed project and program managers. It cites steps that can be use by the public sector to define the role of project and program managers namely clarifying specific role, enhancing communication, and filling the talent gap. Moreover, it mentions the study by Project Management Institute Inc.(PMI) titled "Successful Program Management in the U.S. Federal Government," which suggests several best practices to assist government program managers including superior stakeholder engagement, receptive program thinking, and creativity and innovation.

For many people, the performance review is one of the most dreaded events of the year. Whether preparing for and giving the review as a manager or steeling oneself to receive it as a performer, the annual review is rarely perceived as a positive event. So why are performance reviews so ill-favored? Why is it that too frequently both sides of this particular interaction find it distasteful? Is there a better way to structure this event such that both the manager and the performer benefit from the experience? The performance coaching conversation is structured in such a way that it addresses many of the problems with the traditional review while actually strengthening communication, understanding, and trust between the manager and the performer. The quality and effectiveness of the performance coaching conversation depends on a strong partnership for performance. This partnership is based on a mindset of mutual learning embraced by both the manager and the performer. Providing specific feedback on and appraising the quality of someone's performance are important pieces of this larger performance management framework. In reality, however, they are no more important than any of the other elements of this approach. [ABSTRACT FROM PUBLISHER]

The article reports on the necessity of making job satisfaction surveys more useful in the U.S. It states that most of the surveys conducted by the Office of Personnel Management (OPM) failed to address and resolve the issues between employees and managers and other personal workplace concerns. It points out that rating scales of the surveys which are mostly neutral tend to limit the employees' expression of concerns, such as issues on trust and confidence to their managers, reasonableness of workload and the feeling of personal accomplishment that their work can give them. It looks into the factors that need to be addressed to make the surveys more useful including specific work satisfaction concerns and quick response of the managers.

The benefits of coaching are realized when coaching relationships are strong and when employees are dedicated to adhering to the process and to making positive changes. But what can you do when these benefits are thwarted by challenging circumstances—when coaching stalls or when employees aren't following through on coaching assignments or realizing their goals? If you recognize any of these signs from your own coaching relationships, congratulations! Yup, I said congratulations. Why? First, you've noticed that things have gone awry in your relationship, and recognizing that fact is a skill in itself. It's important to not get exclusively focused on the content of the work that you and your coachee are doing together, but to remain attuned to the relationship itself. It's about keeping an awareness of the energy in the room when you're working together, on the nonverbal cues you and your coachee are displaying, and on your comfort level. Second, you now have a chance to really deepen your coaching relationship and expand what's possible for your coachee. It is often during adversity that we learn the most about ourselves and our relationships. It isn't until you've worked through your first conflict that you truly know how a relationship might hold up. [ABSTRACT FROM PUBLISHER]

In this article the author considers employee training issues that can lead to the creation of effective business leaders. A number of issues are addressed including characteristics that identify junior executives as potential leaders in the future, the development of leadership talent through rotating an individual through different jobs and tasks, addressing issues related to business communication and job stress management. Also discussed is the need to challenge candidates and to provide business coaching.

The article discusses elements of a leadership development program and emphasizes coaching of emotional intelligence for a successful leader. Leadership program must engage leaders in the development of their own emotional intelligence. It should also includes teaching leaders how to develop close interpersonal relationships with their direct reports. Coaching for emotional intelligence requires building relationships that develop personal connectedness between leaders and team members. In addition, coaching for emotional intelligence addresses personal issues and interpersonal behaviors that can be difficult to discuss.

Telus Corp., a Canadian firm providing voice, wireless and data communications solutions to businesses and consumers, is focused on creating a high-performance culture. The team Telus portal, provides information on the business units, human resources, top stories, share price and other headlines. Using Telus's performance management system, the online e-Performance tool, would collaborate with manager to create a Customized Career Development Plan and set Personal Performance Objectives.

Discusses how to overcome defensive routines and communication breakdowns by making genuine dialogue an integral part of the organizational culture. Quality of conversation between people involved in policy development and implementation; Creation of culture and environment by leaders; Key factor to a successful policy implementation.

Discusses the concept of portfolio thinking as applied to human resource development in an organization. Issues affecting the tasks of personnel management in the 21st century; Pay systems with the most impact on employee performance; Importance of communication, dialogue-based goal setting and feedback in an organization. INSET: The Gist.

Discusses cultural communications and intercultural communications training. Understanding of the terms culture and communication; Barriers to intercultural communications; Cultural factors which affect communication in both one own's culture and the culture of others; Need for intercultural communications training as it emphasizes the difficulties encountered in moving to a new cultural environment.

Gives advice on how managers should ask questions to subordinates to earn their cooperation. Factors to consider in communicating with personnel; Importance of meetings on business relations.

Part II. Reveals why a comprehensive performance management system is more than just an employee performance appraisal. Sample of managerial competencies; Communication of performance expectations; Provision of performance feedback.

The article discusses 15 roles that managers should play when managing performance and accountability. Among the roles include coach, team captain, and cheerleader. It provides advisable steps and approaches to be consider by leaders in performance and accountability management including the undertaking of performance reviews, the use of leadership and communication skills, and conducting regular meetings.

The author describes his research on public and private sector managers in Australia to determine the qualities which make business leaders high-performing change agents in their organizations. He found that the most effective managers at effecting organizational change possessed skills such as relationship building, wielding power and influence, and taking responsibility. He suggests that exceptional change agents are highly motivated to resolve difficult challenges and uncertainties, are able to clearly communicate reasons for change to stakeholders, and promote accountability throughout the organization. INSET: Learn From Exceptional Change Agents.

The author discusses employee management, arguing against micromanagement and presenting recommendations for managers attempting to manage their employees effectively. The article presents typical characteristics of micromanagement styles and emphasizes the adverse impact micromanaging can have on employee motivation and productivity. Topics include employee empowerment, leadership role modeling, delegation, and the role of industrial communication in identifying goals and leveraging employee strengths.

The article discusses the Myers-Briggs Type Indicator and how Hallmark Cards has adapted its corporate culture to be more consumer oriented in the 21st century. Hallmark's vision for developing leaders who are accountable, work toward one another's success, and create agendas that support the organizational goals is mentioned. The influence of Hallmark's personnel department executives Mary Beth Ebmeyer and Michelle Hibbs in opening the lines of communication at the mid- and upper-levels of management is noted. A personality type measure from CPP Inc., the Myers-Briggs Type Indicator assessment, is discussed. The concepts of "emotional hijack" and "flight-or fight" responses are mentioned.

The article offers various information in establishing strategic persuasion within a workplace. The authors ascribed the topic of strategic persuasion with the term "woo." The paper provides a four-part process in establishing a strategic way of communication guided by the way people and organizations actually work. Among the listed strategy includes: ideas, barriers, impressions and commitment. The section also enumerates founding principles that illustrates woo in action, including defining ideas and identifying the decision maker, and securing commitment.

The article discusses the sales leadership development initiative that was established by TAP Pharmaceutical Products (TPP) with the help of Ninth House Inc. to develop management and leadership competencies for their sales management group. TPP selected the management and leadership courses which employs interactive simulations or tests to engage learners, abide the skills and competencies that is outlined by the company, accessible and flexible. For its leadership training, TPP selected a blending course which is Forging Breakthroughs from NinthHouse Inc. which consists of parables which teach solutions in complex business communication problems. The company synergize the training and development of their employees with the performance management system of the company.

The article presents information on the employee training program at JetBlue Airways Corp. Mike Barger, vice president and chief learning officer of JetBlue University, says that the leadership development training encourages employee to do the right thing. JetBlue's corporate university has five colleges, one for each discipline: pilots, flight attendants, maintenance, gate staff, and reservations. The learning department conducted interviews with C-level executives and corporate officers to identify JetBlue's principles of leadership. Much of the training that takes place is classroom-based, and aims to inculcate following principles of leadership: treat the people right, do the right thing, communicate with the team, encourage initiative and innovation and inspire greatness in others.

The article informs that Microsoft Corp. has made a transition from traditional training orientation to results-oriented learning. Cedric Coco, Microsoft's general manager for engineering excellence, and his team defines the requirements for career success, links them to business strategy, ensures accountability and embeds learning at every stage. The company's career model framework addresses the development needs of all employees and encourages candid and meaningful coaching conversations between superiors and subordinates. The learning staff has also revamped the employee orientation program to provide better acclimatization to the company and its corporate culture and improve employee retention.

Suggests ways to discuss a colleague's writing at an organization while preserving working relationship with the person and career. Importance of improving writer rather than improving the text; Ways in which the writer can be put in charge instead of feeling incompetent; Steps that can facilitate productive talk about writing.

Describes communication systems for work groups. Mechanics of the card system at Rockwell International; Electronic mail system at Genecor International; Advantages of the e-mail system.

Discusses the establishment of a communications structure or network of training and development organizations around the world. Efforts of the International Federation of Training and Development Organizations (IFTDO); Relationship of the American Society of Training and Development (ASTD) to IFTDO and regional organizations; Emergence of the United Nations University.

Presents 23 ideas personnel trainers can use to create communications comfort and to engender clarity in the organization and in themselves. Getting rid of built-in, structural barriers; Taking a look at organizational architecture and the proximity and ease with which people can communicate; Use of technology to assist, but not substitute for, genuine communication.

Focuses on adapting the employee training programs to accommodate the needs of the hearing impaired. Praise for their work ethic; Problems encountered in the work place; Benefits of flexible communication methods.

This article focuses on the launch of a mobile application by nonprofit organization YMCA Greater Charlotte, in partnership with StaffConnect, which would revamp its internal communications strategy. It discusses the traditional tool used by the organization for spreading information among its employees, the reason behind the decision to update the organization's internal communications strategy.

The article presents information on the report "The 4 Critical Traits of Collaborative Leaders," released by the Institute for Corporate Productivity. It discusses findings on the influence of organizational leaders across boundaries, the challenge in creating a work environment where the organization's purpose outweighs personal success, and advice of the report's author Jay Jamrog to talent development professionals regarding collaboration across boundaries.

An interview with Tamar Elkeles, chief learning officer at technology company Qualcomm. When asked why she placed employee communications as a responsibility of the learning function, she highlights the importance of relying information to employees as part of the learning process. She describes the challenges for learning and development professionals when working for a technology-based company. Details of her book on the success of electronic learning are also provided.

The article discusses myths about management, career development, and employees that have been propagated through conversation or oral histories. Five common myths are mentioned that relate to the topics of time management, resistance to change, coaching employees, talent management, and development of employees who are neither high achievers nor marginal performers. A manager's ability to identify an employee's best abilities, keep the employee at a high level of engagement on the job, and open a conversation with a subordinate about career development is important to the organization's success.

The article presents advice for corporate training professionals on how to handle the transition to a leadership position in the workplace. It focuses on what conversations should take place, and with whom, to ensure a successful transition. The importance of frankly discussing expectations with one's boss is noted, and soliciting team members’ opinions is recommended. Discussing the transition with work friends is said to be one of the most difficult, and most necessary conversations. Establishing an ongoing dialogue with peers is also encouraged.

The article discusses managing one's boss by planning to have regularly scheduled one-on-one management conversations with each supervisor that one is accountable to. A strategy for deciding when and how often to have a short meeting with a boss is discussed as well as the fundamental goal of maintaining a dialogue with various managers. Questions are presented which one should ask oneself when preparing for a meeting such as what problems need to be resolved in a project or resources that need to be allocated.

The article focuses on performance management by way of increasing awareness concerning communication styles in the workplace. The four communication styles of expressive, systematic, sympathetic, and direct are defined. The author suggests that one identify one's communication style and learn to adapt it in various situations. The author also says that training professionals should teach communication skills in the organization to prevent misunderstanding at business meetings and in social interactions in the organization.

The article focuses on the importance of effective management of virtual teams to increase their productivity. A virtual team is a group of individuals working at different places interconnected through web communication. This includes instant messaging, electronic mailing, and web conferencing. For effective management of the team, it is required to have a virtual team charter that clearly defines the mission, objectives, and roles of each member. A universal communication etiquette defining the use of technology should be established. Creating team profile and rewarding the team members on the basis of team performance could also help in increasing work efficiency of the team. Moreover, knowledge about different culture fosters in building a highly productive team.

Suggests that in an industry where diction means a lot, one word can conjure up many meanings. View that words can have a powerful impact on people; Selection and use of words for effective business communication; difficulty with word choice that training and development profession is currently facing.

Presents a total quality management (TQM) perspective on group communication and decision-making processes. TQM's support for the well-being of the enterprise and its members; Employee empowerment.

Discusses nontechnical issues involved in the success of a company's electronic conferencing. Participants' knowledge about electronic conferencing ground rules; Electronic space to create a forum; People's involvement; Information overload; Motivation, fear and power.

Presents several characteristics that distinguish best managers from the mediocre ones, based on the book `Feedback Toolkit: 16 Tools for Better Communication in the Workplace,' by Rick Maurer. Includes ability to give perfect feedback; Creation of ways for people to get to know one another.

Suggests ways to make business meetings more effective. Top three reasons for failed meetings; Types of meetings; Other factors that can contribute to ineffective meetings; Use of a consent calendar to handle the multitude of items that may have to be discussed at certain kinds of meetings; Need to limit discussion time on any issue; Role of a facilitator in a meeting.

The article discusses efforts by human resources (HR) executives to address the shortage of employees with strong leadership skills in the workforce. Particular focus is given to the report by the personnel consultant firm Right Management, "Talent Management Challenges in an Era of Uncertainty," which describes corporate leadership development programs, employee career coaching, and the focus on leadership candidates with strong technological, communication, and influence skills.

The article discusses the creation of a business communication training program for employees of Taunton Press, a small publishing company, by the consulting firm Fierce Inc. The program created by Fierce to train managers and employees in communication techniques designed to move the company's corporate culture towards more direct and candid interpersonal communication is examined.

The article discusses information from a survey by the communication training and leadership development company Fierce Inc. The study found employees think there is a lack of openness in the way decisions are made and ineffective practices hinder workplace performance. To offset this managers can create an organizational culture of individual self-efficacy, invite employees to share their opinions, and become active listeners.

The article presents information about the successful strategy used by Ember Carriers leadership and organizational development company to improve productivity and open communication at a call center. The problem was that the coaching efforts of the call center's director failed to produce employee engagement and increased dysfunction among the team of supervisors who began competing for the director's attention. Ember Carriers' executive Mary Hladio identified the team's relational dynamics and implemented a team-building session that focused on communication and trust.