• Study reveals the top performing CEOs

    Top CEOs image

    Crystal Spraggins, SPHR

    Last month Harvard Business Review published a new study seeking to answer the question: “Which global CEOs … delivered solid results over the long run?”

    Rather than rely on reputation or rumor, HBR decided to focus on the “increase in total shareholder return and market capitalization” over the CEO’s entire duration. Only CEOs who’d been in the job for at least 2 years were studied.

  • How to recover from a big mistake

    Big mistake image

    Crystal Spraggins, SPHR

    If you work long enough, you’ll eventually make a whopper of a mistake.

    Stuff happens, people are human, no one’s judgment is perfect, and we’re all tasked to make more decisions with more data in shorter amounts of time.

  • 5 good reasons not to undercut that new hire

    Don't undercut new hire Image

    Crystal Spraggins, SPHR  

    It sounds nuts to suggest that any manager would willingly undercut her brand new hire. Talent acquisition is expensive and time consuming, and besides, what manager doesn’t relish the idea of getting a good person on board and leaving him alone to do all those things that have piled up during the void?

  • Accountability without control: It just doesn't work

    Accountability without control Image

    Crystal Spraggins, SPHR

    Of all the ways a manager can drive her staff crazy, one of the worst is to demand a lot while providing few means to achieve results. It’s sort of like Pharaoh telling the Jews to make bricks without straw, but not quite that bad.

    Even so, accountability without control sucks.

    Peter Drucker, often referred to as the father of modern management is quoted as saying at least one thing that alludes to this principle beautifully:

    “So much of what we call management consists in making it difficult for people to work.”


  • Why peer networking is vital to good leadership

    Peer networking image

    Crystal Spraggins, SPHR

    I’m fond of saying that no one has perfect vision, because it’s true.

    When it comes to work, however, far too many leaders seem to believe their view of the world (and their business) is without flaw and completely self-sufficient. No Other Opinions Necessary.

    This is foolish thinking.

    Two or more intelligent heads focused on the same issue determined to meet a similar goal is much better than one.

  • Why delegation is good for the soul and the checkbook

    Delegation is good Image

    Crystal Spraggins, SPHR

    Every effective leader must learn to delegate. That’s a fact.

    Unfortunately, some managers have the opinion that effective delegation is the same as giving orders to underlings. Not so. Effective delegation happens when the right task is  appointed to the right employee for the right reason. This is NOT to be confused with:

  • The Situational Leader, part two: from Autocrat to Servant

    Situational Leader part two image

    Crystal Spraggins, SPHR

    In Part I of two articles about situational leadership, we explored the basics of the Hersey-Blanchard Situational Leadership Theory as well as some common circumstances under which a manager might find herself shifting from her preferred leadership style to another style more in tune with her employee’s maturity level. Our specific example involved a democratic (participating) leader morphing into autocrat mode.

  • The Situational Leader part one: From Democrat to Autocrat and back again

    Situational Leader part one image

    Crystal Spraggins, SPHR

    A few weeks ago I wrote an article about different leadership styles, with the common response being that situational leadership is the way to go—that the astute manager understands the importance of leading according to circumstance and the employee in question.

  • Orange Fridays – engagement through learning

    Orange Fridays image

    Tessara Smith, PayScale

    Disengaged employees. We all know who they are, or even worse, maybe some of us know that we are the ones who deserve this dreadful title. Time and time again companies watch as their workers fade from bright shining new hires to dull office zombies. What gives? Most employees don’t purposefully come to a job they hate, clock in, clock out and then leave without making any progress. However, it seems many of them are quick to lose that initial spark they had when you first welcomed them aboard. Coffee carts, company events, and countless other perks don’t seem to be helping to boost employee motivation either, so what is the solution here?

  • 4 steps to detoxify your company culture

    Detox culture image

    Jessica Miller-Merrell, blogging4jobs

    A toxic company culture can have adverse effects on every part of your business. Your human resources department will have a hard time hiring candidates when your culture has a history of being toxic, your current employees will be unproductive, and no one will work together to grow your company. Detoxifying your company culture is the first step in being able to hire world-class talent, but it’s not as easy making a few changes and hoping they stick. Learning to be more proactive against issues in your workplace and creating focused strategies will help make your company one that everyone wants to work for.

  • Your new manager is a dud. Now what?

    Is your manager a dud? Image

    Crystal Spraggins, SPHR

    If it’s been said once, it’s been said a thousand times—too often employees are promoted into management because they possess quality technical skills—not because they’ve demonstrated leadership ability. The end result? Lots of managers who aren’t very good at their jobs.

  • Thinking IPO? Get your ducks in a row…

    header_GoingIPOTim Low, PayScale

    So you’re ‘killing it’. Sales are up, your valuation is up and to the right, you’ve been adding super smart, talented people in engineering, product management, marketing and finance. Investment bankers are lining up to talk. Congratulations.

  • Autocrat, Democrat, or Servant: What's your leadership style?

    What kind of leader are you image

    Crystal Spraggins, SPHR

    Every leader has a leadership style. And leadership styles have consequences.

    According to PayScale’s 2014 Compensation Best Practices report, most employees leave their jobs for “personal reasons” or for higher pay. Pay is important, of course. Despite how much we may like our jobs, if our employers couldn’t pay us, we’d likely quit.

  • How to be an irresistible leader

    How to take the lead image

    Crystal Spraggins, SPHR

    There’s been a whole lot written about the charisma that successful leaders possess, because it seems we humans are drawn to a certain je ne sais quoi in those we choose to follow.

    But far too often it seems, we quickly become disappointed with these leaders. Truth be told, psychic energy alone does not a good leader make. Psychic energy is attractive and a little exciting, but it’s not substantive. To be that truly irresistible leader who can claim both style and substance, a little more is required than charisma. This reputation must be earned through consistent, quality performance and (most important) solid, healthy relationships. No bullies or tyrants allowed.

    What else?

  • 7 bad habits your employees want you to quit now


    Crystal Spraggins, SPHR

    If you’re a manager, even a good one, chances are you have a bad habit or two your employees would like you to break. And if you’re a good manager, your staff would never approach you directly about these bad habits, because your positive qualities outweigh these annoyances, and they know that.

    Still, a bad habit is a bad habit. If you want to be a better-than-good boss, here are a few behaviors to avoid.


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