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Current Category: leadership development

Why Your Failures Will Lead to Your Success

When you think of the word "failure," what comes to mind? Probably a dark gloomy cloud, something you try to avoid, or perhaps a memory from your past saying, "failure is not an option." The truth is, epic failure happens to most successful people. How can you know where to improve if you n ( . . . . . . . . )

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5 Questions Great Leaders Ask Their Teams

As leaders, we often want to "lead by example" through our actions and solutions to solving problems. However sometimes, it's good to take a step back and ask your team to do the problem solving, even when they're at a standstill. Your team members are the ( . . . . . . . . )

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Make Work Meaningful for your Contractors

As a manager, it’s your job to make work meaningful for your team members. It keeps them motivated and invested in the work. But what about your temporary employees? Their investment is just as important to your team perf ( . . . . . . . . )

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Leadership Looks Different on Many Levels: Understanding Action Logic

Over the years, there have been multiple studies done on types of leaders, personalities of leaders, and style of management. According to a 25-year study done by The Harvard Business Review (HBR), there is something else that sets leaders apart. They state, “Rather it’s their internal ‘action logic’—how they interpret their surroundings and react when their power or safety is challenged.” Unfortunately, most leaders are not aware of their own action logic, let alone try to change it. According to HBR, leaders who take the time to understand this concept of ac ( . . . . . . . . )

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Why Instructing is an Important Skill to Have

A job candidate who can follow instructions successfully is valuable in the workplace. However, a candidate who can give instructions successfully possesses an exceptional skill that employers quickly notice in a job interview. Instructing means: teaching or reinforcing information, a process, or operation to others. It’s a top skill used to w ( . . . . . . . . )

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Develop Your Team’s Soft Skills or Risk Losing Managers

Employers are putting more time and money into testing out job applicant’s personality traits. Why? There’s a hidden cost to any soft skill deficit in middle management. The truth is, most people are not 100% prepared for the job the sign on for. As they advanced in their careers, and may begin ( . . . . . . . . )

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6 Ways to Conduct a Successful Interview

When you think about a job interview, most will think about preparation the candidate needs to do to succeed—researching the company and hiring managers, studying the job description, etc. The tips for job seekers are endless. However, some of the same advice also holds true for employers responsible for interviewing. In order to get the most out of an interview, ( . . . . . . . . )

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4 Things Successful People do After a Long Weekend

A long weekend means three blissful days without emails, meetings and business calls, making snapping out of weekend mode that much harder. There’s a lot to be said about how you should plan out the days that follow a long weekend. When you’re coming back from some time off and yo ( . . . . . . . . )

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Give the Gift of Mentoring This Holiday Season

Want to give an employee or colleague a gift but aren’t sure what to give? How about something they’ll appreciate for a lifetime: the gift of mentoring. As Marshall Goldsmith wrote on the topic of his book, Managers as Mentors: Building Partnership ( . . . . . . . . )

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4 Difficult Personalities in the Workplace + How to Manage Them

As a manager, even if you have a “dream team,” being effective with your people has its challenges. When you oversee difficult employees, those challenges grow exponentially. Success in any industry comes from the ability to manage relationships and make connections with people who are different than you. It’s a blurry line, but difficult personalities can grow to be such a problem, they can threaten to derail productivity. While every situation is different, learning a ( . . . . . . . . )

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