Email wars can breakout anytime anywhere in an organisation and are nearly always counterproductive to resolving issues, large or small. Emails can be a really efficient way of sharing knowledge and information in real time but it’s also easy (and tempting) to belt out an email response, provoked or unprovoked, to put someone back in their box on a contentious issue. Why do troublesome emails still fill cyberspace?

<a rel="attachment wp-att-700" href="https://www.deliberatepractice.com.au/strategy/engagement-or-experience/attachment/portrait_10/"><img class="alignleft size-full wp-image-700" title="Portrait_10_See" src="https://www.deliberatepractice.com.au/wp-content/uploads/2010/03/Portrait_10.jpg" alt="See" width="365" height="255" /></a>Outplacement, or as some know it, Career Transition, has been around for a number of years, however, the needs have changed considerably over the years. Research clearly shows that participants really value their face to face time with their career consultant and practical support provided to help them quickly and efficiently take the next step in their career. So what else has the research shown to be critical considerations for implementing effective and smart Outplacement in 2011?

<a rel="attachment wp-att-700" href="https://www.deliberatepractice.com.au/strategy/engagement-or-experience/attachment/portrait_10/"><img class="alignleft size-full wp-image-700" title="Portrait_11_See" src="https://www.deliberatepractice.com.au/wp-content/uploads/2010/03/Portrait_11.jpg" alt="See" width="365" height="255" /></a>Today, technology is advancing at a rapid rate of knots. You only have to take a look at the rise and rise of social media such as twitter, facebook and You Tube in everyday life, our wifi world and seemingly never ending applications of digital technology. The speed of technological developments is already and will continue to have a massive impact on the future of careers. What can or should you do when considering current and future career satisfaction?

Today executive coaching has matured and for many has become an essential accessory to the executive’s suite of development options. Many organisations have formalised their executive coaching offerings and protocols, some with formalised coaching panels. A coach often conjures up an image of someone observing a top athlete with stop watch in hand; for others it may represent a reward or sign of value in the organisation or a retention tool and yet others may view it as a pathway to further success and upward mobility. You may ask, “who wouldn’t benefit from having someone alongside them who sits outside the company politic who’s only agenda is to help you succeed?” The answer is very few but coaching isn’t for everyone and motivation is a key determinant.

<a rel="attachment wp-att-700" href="https://www.deliberatepractice.com.au/engagement-strategy/engagement-or-experience/attachment/portrait_10/"><img class="alignleft size-full wp-image-700" title="Portrait_10_See" src="https://www.deliberatepractice.com.au/wp-content/uploads/2010/03/Portrait_10.jpg" alt="See" width="365" height="255" /></a><a rel="attachment wp-att-700" href="https://www.deliberatepractice.com.au/engagement-strategy/engagement-or-experience/attachment/portrait_10/"></a>In our last blog we discussed tips for selecting great sales people. Now we focus on development and the results from our research validated that there are some critical questions to ask yourself when defining the development strategy for your sales professionals...