Patsi Krakoff, Psy. D.'s Articles in Retention

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  • Office Politics: Survival of the Savvy
    Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.)

    Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics.

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  • Generations at Work: Boomers, GenXers & Nexters
    Never before in the history of the workplace are so many different age groups working together in such close quarters. Veterans, Baby Boomers, GenXers and now the Nexters are working shoulder to shoulder, cubicle to cubicle. Never have so many different generations with such diversity in worldviews and work philosophies been asked to team up and work together.

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  • Living with Job Insecurity: The Future of Work
    In a ruthless, globally competitive market, companies can no longer afford the luxury of holding on to more employees than they need. Workers who are not contributing fully to the bottom line are let go.

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  • The Business Case for Coaching
    Coaching paves the way for decision makers to create higher levels of organizational effectiveness through dialogue, inquiry and positive interactions. Coaching creates awareness, purpose, competence and well-being among participants. Coaching is NOT another feel good exercise based in soft skills that has no correlation to the bottom-line.

    This article examines the ROI of coaching in businesses.

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  • Getting the Most out of Executive Coaching
    When used for the right reasons and with competent practitioners, executive coaching can provide significant and lasting benefits for both individuals and organizations. But like other innovations, coaching is in danger of becoming just another business fad. When not effective, it can cause harm to individuals and organizations and waste large amounts of money.

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  • Understanding Executive Failure
    CEOs are now lasting just 7.6 years in office on a global average, down from 9.5 years in 1995, according to consulting firm Booz Allen Hamilton. Two out of every five new CEOs fail in the first 18 months (HBR, January 2005).

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  • Secrets of Successful Careers: Finding Your Core Purpose & Strengths
    Are there secret keys to having a rewarding and personally satisfying career? Why do some people get promotions that bring out their best talents, while others—equally talented—never seem to get the positions where they can thrive and show their strengths?

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  • A Winning Team in the First 90 Days
    Assessing a team—deciding who should stay and who should go—is one of the most critical tasks an executive faces when transitioning into a new position. It can create or destroy leverage—and leadership is ultimately about leverage.

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  • Love 'Em or Lose 'Em: Retaining Talented Employees
    Retaining key employees is still the number one problem for corporations. Even when there is a slower economy, attracting and holding top talent is a serious concern. After 20 years of down-sizing, it may seem ironic that corporations are now in a panic about losing employees.

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  • Flipping the Coin for Talent: How Well are You Hiring?
    Everyone agrees that talent is an important competitive advantage, but surprisingly, three out of four companies do not have a priority talent management program. Hiring processes are often random and decisions based on intuition. In many cases, hiring decisions have success rates similar to flipping a coin!

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