Many of the most successful businesses in every industry--whether it is Disney, Apple, Boeing, or Johnson & Johnson--share a common strength, the ability to consistently nurture talented leaders. The secret to their success is rooted in successful leadership branding. Through this process the company is able to create leaders that embody their company's core values. Many corporations make the mistake of looking for talented individuals catering to a generic set of leadership goals, instead of cultivating leaders best suited to their company. By doing so, companies may create strong leaders, but these leaders will not be as helpful in getting a corporation's message out to current or potential customers and investors. In order to avoid this pitfall, businesses should follow the five steps outlined by the author for creating a profitable leadership brand. Companies should begin by fostering leadership basics, like working with current employees and having a good eye for future prospects. They should develop a description of their ideal leader as s/he connects with the company's brand; these standards, including an ability to position the company for future growth, can be used to groom potential managerial candidates. It is also essential to let feedback from clients and investors continually guide leadership requirements and training programs. Finally, companies should keep a careful watch on the success of the leadership brand and make adjustments accordingly.

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Twenty-somethings are making their presence felt on the front line of the cable industry, bringing their baggy jeans, tattoos and piercings, and attitudes on their sleeves with them. Generation X, and now Gen Y, technicians have grown up in a fast-changing and dynamic social environment, and have been exposed to the World Wide Web for most of their adult lives. The technology-savvy men and women tend to have vastly different experiences than older technicians, which may explain why younger technicians cluster together, and those in their 30s, 40s, and 50s form their own group. However, for front-line supervisors and even managers to take advantage of the diversity of their workforce, they will need to find a way to bring the generations together. Supervisors and managers may need to allow technicians to gather at 8 a.m. for some coffee and shoot-the-bull time, rather then send them straight from home to the job. The key team-building portion of technicians' daily routine could give older technicians an opportunity to show the younger generation how they have approached new challenges, while younger technicians can find tutors and also expose themselves to new ways of doing things. Also, managers and supervisors may need to show up at someone's first job each day, which can help give them a better understanding of the personality of their technicians and whether they are working in situations in which they can be successful.

Generation Y, which includes those born between 1978 and 1989, is becoming the U.S. workforce's swiftest-growing segment, which means that to stay competitive, employers must endeavor to retain these workers. While some CEOs believe these employees value money above all else, research shows that workplace recognition means as much, if not more, to the latest generation of workers; some CEOs indicate Generation Y workers seek instant recognition even when they have not been assigned a specific task to complete. Exceptional leadership, a meaningful company culture, and an exciting work environment are also important to Generation Y, and to foster these elements, employers need to ensure front-line supervisors are well-versed in how to retain workers. Though the traits of Generation Y employees have been described by recent market research, employers should conduct their own surveys on generational issues to pinpoint workers' preferences, needs, and expectations. Inquisite CEO Arturo Coto notes, "Better coaching, nurturing and developing of young talent and teaching them how to walk before they run" can foster better relationships between the old guard of supervisors and the latest generation of workers. Moreover, Aon Consulting experts indicate flexibility can draw in Generation Y workers, particularly if employers offer consumer-driven health plans, which typically offer online health information, a range of wellness programs, and voluntary benefits.

 

Change can occur quickly in companies in the form of such things as new technologies, a new corporate strategy, or a merger. Such situations require companies to successfully communicate the change, otherwise some outside entity might misrepresent the change. It is important that companies notify staff members first about organizational changes before telling anyone else. Outside entities should be told only information that is pertinent to them, and all communication should be targeted to the recipient. It is also important to provide feedback opportunities, which could include in-person, online, or other channels. Companies need to identify individuals who might be adversely impacted by the change and provide solutions. Layoffs, for instance, might be accompanied by an on-site transitional resource. By being proactive about organizational change, affected individuals will at least understand it, even if they do not agree with it.