Are You Really Encouraging Innovation?

By Kim Huggins posted in Leadership, Innovation

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Many companies boast about their cultures of innovation. They incorporate creativity and openness into their mission or values statements. They reward employees for new insights and ideas. They hire and promote for innovation. Yet despite such measures, they find that their teams remain stubbornly locked in place, struggling to generate new ideas and to execute even minor change initiatives.

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Stormproof Your Company: Developing A New Generation of Breakthrough Leaders

By Kim Huggins posted in Leadership, Multigenerational Workforce

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Is your company stormproof?

The storm I’m talking about isn’t a tornado or hurricane, but rather a “perfect storm” in the battle for talent. A tightening labor market combined with baby boomer retirements is adding up to significant talent gaps at many companies. Younger workers are often not ready to take over in leadership positions. Meanwhile, they are becoming frustrated with perceived shortfalls in the leadership development opportunities available at many companies.

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Kick Your Culture of Innovation into High Gear: A Generational Approach

By Kim Huggins posted in Behavior, Leadership, Multigenerational Workforce, Innovation

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Have you heard about Adobe’s Kickbox? It’s a little red box filled with materials that take employees through a six-step, self-guided innovation process. Employees who have a new idea they want to pursue take a workshop and then proceed through the stages of innovation on their own. Each box contains a credit card with $1000 in seed money.

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Want to Achieve Superior Turnaround Performance? Forming a Turnaround Steering Team is Your First Step

By Krystyna Riley, Principal posted in Leadership, Operational Excellence, Turnaround/Shutdown

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By: Charles Carnes, Senior Partner; Brian Cole, Principal; Krystyna Riley, Senior Consultant

A high-performing Turnaround Steering Team is your key to better planning and execution.

Turnarounds are a complex, challenging, and expensive part of capital intensive industries (e.g., refining, mining, power generation). Successful turnarounds require significant collaboration and alignment between operations, maintenance, and engineering to ensure best-in-class performance.

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Self-Talk – It’s Not Just for Athletes Anymore

By Amy Durgin, Ph.D. posted in Leadership

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You’ve heard it a thousand times. How athletes use positive self-talk to eliminate pre-game jitters and improve their performance on the field.

What if we told you that self-talk is a powerful tool in business too? By modifying one simple habit you can flip a switch in your brain and improve the quality of your decision-making and subsequent on-the-job performance.

Skeptical?  Stay with us on this one.  Researchers across disciplines are discovering new insights on what many consider conventional wisdom: how we talk to ourselves can truly make a difference in how we behave.

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The Five Things Leaders Can Do to Minimize Late Scope

By Krystyna Riley, Principal posted in Leadership, Turnaround/Shutdown

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Late scope jeopardizes turnaround schedules, adds additional costs, and increases safety risks. Here's what you can do about it.

Even the best-planned turnarounds experience some late scope; discovery work, compliance work, and last minute process optimization opportunities are par for the course.  In highly disciplines companies it’s common to anticipate late-scope of up to 7%, which is often seen as a best in class industry benchmark.

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Leading A Multigenerational Workforce

By ALULA posted in Leadership, Multigenerational Workforce

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Nationally known voice on generational differences in the workplace Kim Huggins, was recently interviewed by Generis (an organizer of business summits including the American Manufacturing Summit) on the topic of Leading A Multi Generational Workforce in Manufacturing.

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How Important Are Generational Differences, Really?

By Kim Huggins posted in Behavior, Leadership, Multigenerational Workforce

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Companies pay millions each year to researchers and consultants to help them understand employees in various generational cohorts. Yet some observers have begun to ask whether companies are going too far, and whether generational divisions are overblown, if they exist at all (see New York Times article Oh, to Be Young, Millennial, and So Wanted by Marketers)

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