by Alan Kantrow
Employers the world over tell us that what truly counts in hiring decisions is not the rote knowledge that helps college students answer examination questions, but skills and competencies that are essential for, and often developed at, work. To be useful, the bricks of modern education need the straw of experience-based skills. Bricks without straw tend to crumble; they cannot support weight, as has been known from Biblical times. Continue reading
Interviewed by Larry Janis, Managing Partner, Integrated Search Solutions
LJ: Please share an overview of the services and processes that your firm offers.
JS: Continuum is a professional services organization that helps Fortune 2000 companies buy and manage their print more effectively, thus reducing their costs and enabling them to better focus on their core business.
Our primary offering is Continuum OnSourcing™, a turn-key print management solution that features a dedicated on-site team, transparent open-book model, shared economic incentives, and contractually guaranteed savings. Continuum OnSourcing allows us to become a true extension of our clients’ organizations. And the work we do day-in and day-out on behalf of our clients helps to minimize their costs while increasing the visibility and control they have over a critical area of spend. Continue reading
by Glenn Llopis
by Art Markman
Almost all decisions, big and small, are choices between exploring new possibilities and exploiting old ones. When you explore, you select an option that’s unknown—or reexamine one that wasn’t optimal in the past to get new information about it. When you exploit, you choose something that’s yielded good results before, believing it will do so again.
Of course, the known course is safer. But if the newer, riskier one works out, chances are it will also pay off more handsomely. Continue reading
Employees expect a lot from their leaders and when they don’t get what they expect they begin to lose trust and respect for their leader. As the workplace continues to transition from a knowledge to a wisdom-based environment, the requirements for great leadership are changing. For example, leaders must have greater emotional intelligence so they can connect more intuitively with their employees. They must become better listeners, opportunity enablers and exceptional coaches. Because employees are in search for high-trust relationships, leaders must be more instinctually connected with their employees and this requires them to be more self-aware about how their overall behavior and the example they set impacts the performance of others. Continue reading
