Fortune 500 revenue here, won’t get you there

The speed and pace of change demands business act, respond, and accomplish so much more, with so much less. HubSpot CEO, Brian Halligan, presents the following:

> In 1983, of the 1,000, largest American companies, by 1993, 811 remained
> In 2003, of the 1,000 largest American companies, by 2013, 243 remained

That change happens is constant reality. Now constant change accelerates the decade of decay. Demand for new revenue demands new business models and human capital competency.

In 2010 I wrote a post on Fortune 500 turnover, that simple math called almost 50%. What if the period took too much hit from the dot com bubble to provide a good source, in this post I revisit those numbers and look at 2013 and 2014 Fortune 500 numbers as well.

One rule to rule all: listen hear

Many managers take control with the belief their technical expertise in their field is more important in their management role than the challenge to manage finite resources of people, time, and budget.

Any technical ability the manager had, as an individual contributor to meet their functional skill, is not as important as the ability to listen, to motivate, to teach, to learn.

To promote the contrary is to promote insanity.

Capability model incompetence

Capability models rarely aggregate the sum of people capability. Organization capability is sabotaged by people capability, the organization capability model rarely covers the contingency of the unwilling, the unable, and the unmotivated.

Organizations are a product of social interactions, not industry feature. People decide to avoid each other or work together and that is the sum of individually-motivated competence, not organization capability.

Fast Start — The brilliant mistake of health and wellness

A healthy employee is a productive employee and health and wellness programs roll out across corporate America to capture this gain.

Compensation expert Carol Harnett shares her brilliant mistake from this Human Resource Executive article and detail on the data to her assumptions that reveal flaws in health and wellness resource commitments.

Fast Start questions brilliant mistakes.

Ms. Education after graduation

In education our schools reward women. Men can’t hack certain academics: they get worse grades; follow less-rigorous academic programs; and take part in less advanced-placement classes. Post-education, our professional organizations reward men. Women get more criticism and less praise in the workplace than men do, paid 7% less than men, and judged more negatively by prospective employers than men with identical backgrounds. Same species different rules and learning engagement, why?