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Posts by: Kim Post
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Reverse Mentoring December 21, 2011
Posted in Diversity & Inclusion, Employee Engagement, Kim Post, Talent Development.
No commentsRead More >Jack Welch is generally credited with creating reverse mentoring a decade ago when he directed his top 500 managers to get a technologically savvy junior employee to teach them how to use the internet. The idea was that the junior person would be the senior person’s mentor. What happened, of course, was that the junior [...]
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Mentoring and Sponsoring Women November 28, 2011
Posted in Kim Post, Talent Development.
No commentsRead More >I was intrigued by the research conducted by Catalyst and reported in the Harvard Business Review (HBR) indicating that traditional mentoring may not improve the potential for women to advance in their careers after all. More companies than ever before have mentoring programs for women (59% of companies surveyed by the World Economic Forum). Yet [...]
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Clash of the Generations May 19, 2011
Posted in Kim Post, Talent Development.
No commentsRead More >I recently had an opportunity to do executive coaching with a manager and direct report from different generations. Their working relationship had gotten off to a rocky start. After talking individually with each of them and then watching them interact, I was convinced that 90% of the challenge was due to different generational norms.
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Reflections on Google’s Rules for Great Bosses March 21, 2011
Posted in Kim Post, Talent Development.
2 commentsRead More >I was intrigued by the recent New York Times piece: Google’s Quest to Build a Better Boss. After analyzing thousands of performance reviews, feedback surveys, and manager award nominations for key words, Google came up with 8 rules for being a great manager – at least at Google. The top 3 success factors are: Be [...]
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Unwritten Rules for Success: What New Hires Need to Know March 17, 2011
Posted in Kim Post, Talent Development.
3 commentsRead More >Recently, I had the opportunity to work with a high level new hire and her boss at a large multi-national consumer packaged goods (CPG) company. Both the manager and direct report were smart, successful leaders with strong track records for delivering stellar business results. Yet after working together for less than six months, they were [...]
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