Employment Resources: Management/Executive in Bettendorf, IA

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Resource Request

	Mindset – The Key to Executive Success by Dr. Maynard Brusman - Dec, 2007 Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation. Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagna...
	Executive Engagement: Managing Energy With Stories by Dr. Maynard Brusman - Dec, 2007 “To be fully engaged in our lives, we must be physically energized, emotionally connected, mentally focused, and spiritually aligned with a purpose beyond our immediate self-interest.” — Jim Loehr and Tony Schwartz, The Power of Full Engagement (2003) Most of us respond to workplace dem...
	The Costs of Ego by Dr. Maynard Brusman - Dec, 2007 “Ego is the invisible line item on every company’s profit and loss statement.” —David Marcum and Steven Smith in egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability), Fireside, 2007 Fifty-three percent of businesspeople estimate ego costs their company 6 to 15 perc...
	If You Keep Doing What You've Been Doing You'll Keep Getting What You've Been Getting by Eva Jenkins - Dec, 2007 Trust is a key factor needed for effective leadership. The problem today is you can’t tell or even expect people to trust you. . .you must prove it first. In God we trust, but all others bring data - High performance work environments require a deep respect and trust in people. People...
	Core Sections of a Distinctive Executive Resume by Abby Locke - Nov, 2007 If you are in the middle of a job search campaign or know that change is around the corner, your executive resume is going to be the primary tool you use to open doors for interviews. Before you start blasting your resume to everyone who will read it or begin calling every recruiter you kn...
	Delegation - Why We Should But Why We Don't by Andy Masters - Nov, 2007 Most of us are aware of the positives from delegating—we’ve heard them before. In theory, it’s a great concept: “Get other people to do your work for you…Awesome!” We also know that, theoretically, we can get more done in less time if we delegate properly. The results of not delegating inc...
	Is a Management Career Right for You? by Mary Gormandy White - Nov, 2007 Are you thinking about moving into management with your company? Before you ask your boss for the promotion, it’s a good idea to spend some time thinking about whether or not you are management material. The fact that you are an outstanding employee does not mean that you will like being a...
	Fearless Performance Evaluations by Judith Lindenberger - Nov, 2007 Every staff meeting at the school followed the same course: Someone or something would set off a teacher I’ll call Mrs. Smith, and her tirade would begin. Other teachers would slump in their chairs, glancing down the table at the school head I’ll call Dr. Jones, to see if she could rein Mr...
	Four Performance Appraisal Problems by Judith Lindenberger - Nov, 2007 And how to handle them. 1. The C Student—whose performance is tolerable but really needs to be much better. Before the meeting: Think through what the person is doing right as well as what you want to see improved. Then consider what you know about what motivates her—and if you don’t...
	Ignoring Sexual Harassment Just Got More Expensive: 5 Tips To Prevent Lawsuits by Judith Lindenberger - Nov, 2007 My first job after graduate school was working for the federal government in the Office of Personnel Management (OPM). A few months into the job, a woman air traffic controller sued her boss and co-workers in the Federal Aviation Administration (FAA) for creating an offensive, intimidating...
	Peer Support Groups: A Golden Opportunity for Your Managers and Your Organization by Judith Lindenberger - Nov, 2007 Published in OD/Leadership News March 2007 Developing the leadership skills of managers across your organization creates a wealth of new opportunities and a common language of leadership. No single program experience builds strong leaders better than peer support groups. Peer support...
	The FAQs on Effective Appraisals by Judith Lindenberger - Nov, 2007 How often should you conduct a formal performance appraisal? During a staffer’s first year with your organization, meet quarterly. Once he or she has settled in and is doing well, twice a year is enough. Just make sure that in between times you talk routinely—especially after a great suc...
	Truth or Consequences: How to Give Performance Feedback by Judith Lindenberger - Nov, 2007 In the bestseller, Good to Great, Jim Collins discovered that, "the good-to-great companies continually refined the path to greatness with the brutal facts of reality." And, in his recent autobiography, Jack Welch reports that he spent about half of his time on people: recruiting new ta...
	What Corporate America Can Learn From Physicians: It's All In How You Treat People by M. Penny Levin, Ph.D & Judith Lindenberger - Nov, 2007 Published in OD/Leadership News, ASTD, June 2006, HR Fact Finder September 2006, Office Solutions July 2007 Recently, the literature in medical economics has caught up with conventional wisdom in terms of medical malpractice lawsuits. What has become apparent is that people are less li...
	What do You Mean My Organization Is A Stepping Stone? Using Mentoring to Attract and Retain the Best by David Watson & Judith Lindenberger - Nov, 2007 Published in humanresources.guide@about.com June 2007, HR Fact Finder August 1, 2007, Associations Now August 2007, Practice Manager December 2007 and OfficeSolutions January 2008. I remember the moment I swore that I would always value my employees. It was the late 90s, I was the head ...
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