Leadership Matters

Understanding behaviours to push us forward

By Craig Dowden, Ph.D.

Dr. Marshall Goldsmith is the author or editor of 35 books, which have sold more than two million copies, been translated into 30 languages and become bestsellers in 12 countries. He is also a top-rated executive coach and influential business thinker. His newest book is Triggers: Creating Behavior That Lasts – Becoming the Person You Want to Be.

By Karen Stone, CHRE

This month’s publication focuses on one of the most important themes facing the business landscape today: disruption.

It’s a common refrain in business books, articles, case studies and probably even within your own organization – how can we be nimble enough to adapt to a rapidly changing and uncertain business environment? How can we stay one step ahead?

Cultural shift and digital disruption are changing the way we do business, and the very fabric of the economy. Dave Ulrich tells us how HR can keep pace.

By Liz Bernier

HR has long been envisioned by those not exactly “in the know” as the gatekeepers, red-tape dispensers or the unglamorous pushers of paper in a business ecosystem. While generally an unfair assessment, it is true that HR has historically been regarded as an administrative function as opposed to a strategic one.

By Karen Stone, CHRE

This month’s cover story is all about mergers and acquisitions (M&As) – an area in which HR has a critical role to play to ensure a company’s success.

Today’s transformational mergers and acquisitions make HR’s role in the process more critical than ever

By Melissa Campeau

For HR, few endeavours are as high risk, high reward as mergers and acquisitions (M&A). Organizations head into M&A transactions with their sights set on some kind of gain. In building a new organization, there’s tremendous opportunity for HR to help craft new policies, shift culture and find new ways of developing and retaining talent.

Making sure people feel understood is key

By Christina Harbridge

Ever been on a phone call, in a conversation or in a meeting and realized the conversation is unclear, or not working? Humans often go into conversations thinking about what they want to say rather than first thinking about what the listener is willing to hear. Communication is a two-way street, yet it is not always treated that way. Since communication requires that another person is listening, it really doesn’t matter what is being said if no one is listening.