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Matuson Consulting // A Newsletter On: Creating exceptional workplaces and extraordinary results

I recently hosted an executive breakfast on How to Create a Solar System of Talent: The DNA of High Performance Teams to a group of executives, representing a dozen industries. The following day, the Boston Business Journal reported 3.9% unemployment in the Boston area, which is the lowest unemployment number reported here since 2001.

Listen up people! These unemployment numbers are going to drop even lower. Your profits will plummet as well, if you don’t start paying attention to employee retention. I have plenty of ideas on how to do this. Many are included in the executive summary from our breakfast. Email me at Roberta@matusonconsulting.com or call 617-608-3633 for a complimentary copy of the summary or if you’d like to chat about how to build a force field around your organization that will prevent others from plucking out your superstars.

The Ultimate Workplace Power? When Leaders Decide to Apologize

I’m sorry. There, I said it. How hard was that? Apparently it’s pretty difficult for leaders to apologize, since most rarely do. Take the recent Well Fargo debacle. For years, Wells Fargo employees secretly issued credit cards to customers without their consent. They signed customers up for online banking services without customers even knowing. They set up false accounts on behalf of customers, and these customers then became responsible for the monthly fees associated with these accounts. Apparently, this has been going on since 2011.

You would think that with this much wide-spread behavior of illegal activities, someone would apologize to the customers and to the employees (at least the honest ones) of Wells Fargo. This smells like the 2001 Enron scandal that eventually resulted in the bankruptcy of the company.

Yet, what was revealed the other day in the New York Times was simply a PR campaign put together to wash over what really happened inside the company. According to the New York Times, “Wells Fargo was flowing with regrets on Friday, taking out ads in nearly a dozen newspapers saying the bank took ‘full responsibility’ for creating sham bank accounts without its customers’ permission.” Yet, that’s as far as they went. With the banking regulators, they didn’t admit any of the suspected misconduct. Nor did they apologize.

The fact that few leaders apologize makes it all that more powerful when you do so. When you make a mistake, own it. Tell the other person or people that you are sorry and when doing so, don’t use the copout phrase, “I’m sorry, but,” followed by what is essentially an excuse. You don’t want to appear as if you are passing the buck.

It’s not easy to admit you were wrong or that you made a mistake. However, it’s the right thing to do and sometimes doing the right thing is more important than being right.

What My Most Successful Clients Have in Common

I’m often asked what my most successful clients have in common, by those who are looking to improve their business. Here’s a list in no particular order.

  • They ask a lot of questions.
  • They are open to new ideas and new ways of doing things.
  • They’re always challenging the status quo.
  • They don’t see having an advisor or a coach as a weakness. They view this as a strength.
  • They take risks.
  • They fail and then they pick themselves back up and try again.
  • They give more than they take.
  • They mentor others.
  • They read a lot and welcome healthy debates on topics that vary from business to areas of personal interest.
  • They admit when they are wrong and then they apologize.

A Word From Our Clients

The coaching that Roberta Matuson provided for one of our retail store managers renewed the manager’s excitement in her work, provided her with increased skills in the selection of new employees and gave her the tools she needed to better manage her staff. Roberta’s background in retail was valuable in her ability to provide the effective coaching that was needed.

– Mary G. Rahal, Former VP, Human Resources and Administration, Morgan Memorial Goodwill Industries, Inc.

Rules of Attraction: Your Monthly Tip on Attracting and Retaining Top Talent

The secret to tapping into potential is to help people feel more confident and valued. Those who feel threatened will never expose their true selves.

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For more tips on attracting and retaining top talent, download a copy of Talent Magnetism. Call us today at 617-608-3633 if you’d like to discuss applying these concepts to your organization.

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Meet Roberta Matuson

For more than 25 years, Roberta Matuson has helped leaders in Fortune 500 companies, including General Motors, Best Buy, and, The Boston Beer Company, achieve dramatic growth and market leadership through the maximization of talent.

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Testimonials:

“Your work with my senior group exceeded my expectations. I’ve never seen anything like it. We are now growing gang busters and the team is really working together. Fantastic job." Ronald P. Bryant, President and CEO, Noble Hospital.”

Ronald P. Bryant
President and CEO, Noble Hospital.

“Roberta has been a tremendous mentor and coach to me over the past year. She has partnered with me on multiple professional development fronts, as well as helping me through some very challenging situations. I found Roberta to be wise counsel!”

Allison DiSiena
VP of Recruiting, Marketing, Interactive and Creative Services Division
24 Seven Inc.

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Visit Roberta Online:
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Email: Roberta@MatusonConsulting.com
Tel: 617.608.3633

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