Given a choice between an "A-Player" with a bad attitude and a "B-Player" with a good attitude, senior managers overwhelming choose disposition before qualifications.

The greatest cost of job interviews is not the wasted time of the interviewer, it is the fact that they are poor at identifying how effective applicants will be if they are hired, and they can easily lead to lawsuits.

How do you take a brand and turn it from nothing to number two in less than five years? Zanna McFerson did just that with Truvia.

As I have observed President Obama and House Speaker John Boehner go "back and forth" in an apparent attempt to avoid the "fiscal cliff," I am left with the inescapable conclusion that the U.S. government has few outstanding leaders.

Jobs don't have a worth; individuals do, and at a time of economic expansion it is particularly important that individuals be paid what they are worth in the market. How about long-term employment relationships and job security?

To retain high-potential employees, the conventional wisdom is deceptively simple: identify, develop, and nurture them. But translating this into action is much more difficult.

Lin's story underlines the importance of knowing the quality of an organization's talent and finding ways to empower individuals to become breakout stars who can demonstrate their very best.

Let's figure out what it will take to accelerate the transition that most HR functions truly want to make, and how line managers can make the journey with them, side by side.

If we really believe that we are on the "Edge of Glory," most of what we experience at work will end up seeming like the edge of mediocrity. This is the challenge of managing people in a time of extreme narcissism.

Leaders today need to act more like "first among equals" and work within team structures to experience heightened levels of success.

Could it really be that simple? That's the second question I asked Tom FitzGerald, resident expert in corporate transformation. Here's the synopsis of my recent interview with him.

Few firms think as carefully about mentorship as they should. So for most companies, a wake-up call on the basics of mentorship is in order.

Post-merger/acquisition integration is like a change project on steroids. There is an overwhelming amount of work to be done with insufficient time and resources available to do it.

We all know how important it is to develop your people. Many companies place a premium on how effective you are in helping your people grow and may base part of your bonus on it.

Many managers don't know how to deal with their exceptionally talented employees. They often unintentionally dampen their star performance or cause them to find better opportunities elsewhere.

Do you ever feel that too much of your day is spent on low-value activities that perhaps need to get done, but certainly don't require your level of experience or training?

It's easy to think of training as a seminar or workshop, but there are many other ways to think about developing employees and their skills without adding costs and draining resources.

Many companies create leadership programs that are filled with good content and delivered with great skill, but without any kind of measurable business impact, they eventually die on the vine.

David Gergen, an advisor to several U.S. presidents, offers some helpful advice on the question-How can I help my HR consultants to gain the self-confidence to act as true business partners?

Taking employee loyalty for granted is naïve. At least some of your best employees have already started looking around for opportunities beyond what they believe is achievable with your company.