Loredana Dicu

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The Future of Talent Is Potential

<b>Linda Hill</b>, Harvard Business School professor, and <b>Claudio Fernández-Aráoz</b>, senior adviser at Egon Zehnder, on the talent strategies that set up a company for long-term success. Linda is the coauthor of <i>Collective Genius</i>, and Claudio is the author of <i>It’s Not the How or the What but the Who</i>. Both …

The Emotional Boundaries You Need at Work

To develop meaningful and mature relationships at work or at home we need to develop <i>two</i> filters. The first filter protects you from other people. The second filter protects other people from you.<p><i>Filter 1: protect yourself from others.</i> I once worked with a manager who gave blunt feedback in …

Keep Time and Emotion from Killing a Negotiation

Time and emotion — these are the two things most often wasted during a negotiation. We simply spend too much time on items that don’t really matter, because we let our emotions override any semblance of logic. It is a natural human response to act negatively, reactively, and emotionally to any …

Promoting the Non-Obvious Candidate

Conventional talent-management systems emphasize the need to give high performers appropriate experiences to help them ascend to more senior levels of management. Companies define career paths accordingly and carefully map, often in a linear fashion, the various roles one has to fill to reach …

Don’t Try to Read Your Employees’ Minds

In <i>An Essay on Criticism</i>, Alexander Pope famously wrote, “A little learning is a dangerous thing.” I think of this quote often when observing executives with a “little learning” of emotional intelligence (also called “EQ”).<p>Don’t get me wrong; the beneficial insights and managerial advances derived …

What It Will Take to Fix HR

In the July/August issue of <i>HBR</i>, Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — <i>administration</i>, led by traditional HR-types, reporting to the CFO; and <i>talent strategy</i>, led by high-potential line …

Why Managers and HR Don’t Get Along

Have you ever noticed how ambivalent line managers are about the Human Resources function? On one hand, most of them want their HR people to be involved in key strategic decisions; on the other, they want to make sure that whatever they do is not perceived as an “HR program.” Managers often rely on …