Author Archives: Rich Meyer

About Rich Meyer

Outside the box marketing professional who understand what drives consumers to become customers. Manages by exceeding the expectations of others and listening more than talking.

Don’t try to fill a position with just qualifications

Too many applicants are sorted strictly by experience and certifications. With so much emphasis on choosing employees who check off all the right boxes, very little attention is paid to how they might actually do the job. It’s a system that’s prone to overlooking many qualified applicants, but today HR is more interested in just finding someone to “just do the job” without thinking “will they do the job really well?” Continue reading

Bad managers are driving employees away

In a study of 7,272 U.S. adults, Gallup found that 50 percent of employees left their job “to get away from their manager to improve their overall life at some point in their career.”  The single biggest decision you make in your job—bigger than all the rest—is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits—nothing.” Continue reading

Can you trust HR?

Amy had enough.  She was a great employee with a sterling record and had won many awards while employed as a senior associate in the marketing department, but her manager was piling on the work and to make matters worse he was taking credit for her work and blaming her when something went wrong.  Amy documented everything from conversations with her manager to emails she received often after hours and on weekends.  She was confident that going to HR she could lay out a good case of why her manager was incompetent, but she learned that most HR people work for the company, not for the people they employ. Continue reading

American leadership philosophy simply doesn’t work anymore

The American workforce has more than 100 million full-time employees. One-third of those employees are what Gallup calls engaged at work. They love their jobs and make their organization and America better every day.  At the other end, 16% of employees are actively disengaged — they are miserable in the workplace and destroy what the most engaged employees build. The remaining 51% of employees are not engaged — they’re just there.

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