Strategy, in my experience, is vastly misunderstood. I often see strategy thought of as “marketing strategy,” and it is applied to business development efforts only, or it is considered to be “not-applicable” as conditions on the ground are changing too quickly to “make a long-term plan” and then not change from it. 

In last month’s column, I wrote about how military strategy can help businesses learn to navigate the current chaotic times. 

We are living in chaotic times. The current COVID-19 crisis has quickly turned from a health risk to an economically challenging one. 

As plumbing engineers, we need to constantly expand our knowledge to stay current with an ever-changing landscape (especially in today’s world where COVID-19 brings further uncertainty).  

In my last column, I talked about a number of personality metrics available to you and I ranked those metrics.

In my last column, I wrote about the concept of personality metrics and how our industry and other markets are using them. 

From my last couple columns, we had an in-depth conversation with one of the people analytics industry’s leading experts Kelly Reed, Ph.D.  

Last month, we started going through what people analytics are, what the potential upsides are, and what some of the down sides are. Now we’ll continue with my interview with Kelly Reed, the managing director, global people & culture solutions with Lockton.

As engineers, we often keep our head down, working hard to finish projects. It’s easy to lose track of what is happening in the world, let alone other industries, especially in human resources. 

In my last two columns, I discussed the business case for why one-on-one meetings are the single best management tactic to improve retention and results, proving the benefits through numerous sources of data. But what does a good one-on-one look like?