Blog Articles And Comments

The Department of Labor tells us they are overwhelmed, understaffed and shifting additional burden to employers for employment law compliance. This can be a great deal for the average employer to undertake.  HRS has taken some time to prepare a quick “how to” blueprint for employers.

P3, also called “Plan/Prevent/Protect” or “P Cubed,” will require every entity covered by the FLSA, OSHA, OFCCP, and MSHA to make written plans ("Plan"), create processes ("Prevent"), and test the processes with designated compliance employees ("Protect").

The following guidelines create a simplified and sustainable P3 protocol:

 

1. Stay On Top of Changing Laws.

Review not only government postings, but also secure a 3rd party compliance expert as needed and for annual overview.  Our “overwhelmed” government states outright there is no government responsibility to educate employers.  Enforcement is their responsibility, however, and fundraising is high.  Case precedent law is just as impactful here as statutory law.  While it is necessary to be a member of the Bar to litigate or serve as “officer of the court,” it is not necessary to be a member of the Bar to be a legal compliance expert.  Full-time research commitment is essential for such expertise. 

2. Avoid Copycat or Adaptation of Other Employers’ Handbooks.

Beyond the immediate intellectual property law threats, other employers are not recognized as experts.  “Because Company X Did It” is not a reasonable defense. There are some terribly non-compliant practices circulating out there like “old wives’ tales.” Even policies that actually work for one company may not work for yours.

3. Build Legal Arguments from Day One.

Maintain records to prove either experts consulted on or approved your policies… or if self-constructed… save expert resources and statutory evidence as future “reasonable care” affirmative defense.  Use scenario planning to create and document activities which defend the company against complaint. “Willful violations” pose the greatest threat.  Negligence and lack of attention can be considered “willful” acts.

4. Protect Chain of Information.

Knowing what to keep and for how long as well as what not to keep are essential. Knowing who can have access and how to use this information without breaching privacy laws or risking discriminatory complaint are equally essential. 

5. Follow Policy Outcomes.

With the overuse of “cookie cutter” policies, many companies are unaware that better policy options exist.  Regardless of genesis for your policy, track outcomes to ensure it is working for you and not creating adverse impact or unlawful side effects.  Designate specific individuals with reasonable ongoing access, and empower them with job description authority to monitor policy success.

 

HRS offers extraordinary legal compliance expertise, P3 design services and further information on any topic herein. Consider an HR certification audit as proactive P3 compliance. ROI is exponential.

Private businesses and employers in 12 states to most recently include Wisconsin are faced with the decision to allow concealed weapons carry on company premises. The argument against banning weapons lies largely in the statistics and in the liability. The argument for banning weapons lies largely in perception of safety and in the ability to attract, retain and engage a productive workforce comprised of people unaccustomed to concealed weapons carry and its perceived threats.

Legal counsel and insurance underwriters are largely recommending employer silence on this issue. Silence allows lawful carry without interference. The US Library of Congress reports crime reduction in every state enacting Concealed Carry. Violent crimes are reduced 5-22%. The most popularly referenced FBI report utilizes a 7% reduction statistic.

As a global firm, we have had the opportunity to work with many states across the nation prior to Wisconsin’s recent Concealed Carry enactment. With a second hub in AZ and service to the Scottsdale Chamber’s Public Policy Advisory Council, we are no strangers to public weapons carry and private business rights to “Opt Out.”

Wisconsin employers are inundating us with questions, and we are pleased to provide an extraordinary knowledge base here. At the time of this report, the state of Wisconsin is not protecting employers from liability if choosing “weapon free zones.”  Specifically, if an individual is harmed because he or she was not allowed to carry weapon per lawful right, the company can be held liable. Additionally, it is argued that the posting of “no weapons” signs specifically attracts crime similar to a resident posting a sign “not monitored by security system.”

The argument for banning weapons lies largely in the perception of safety and records of specific incidents. While statistically it is argued that crime is reduced by arming law abiding citizens, the fact remains that with concealed carry acts, individuals who shouldn’t be licensed still manage to get licensed. It is also evident that individuals use poor judgment in what constitutes “self defense,” improperly trained individuals gain access to weapons and accidents happen. What stings in minds are images of Columbine, Virginia Tech, “going postal” and a wealth of related tragedies. For many these images outweigh statistical probabilities and facts. Most are not aware of this report… among 25,000 2009 murders, less than 1% were committed by concealed carry permit holders. 
 
Businesses which allow concealed carry on their property are immune from liability arising from that decision. Employers who choose to allow concealed carry without interference will adapt by removing policies and handbook language which prohibit the carry of weapons on premises.  However, we recommend substituting this language with the requirement that weapons must be lawful and licensed.

Employers who choose to “opt out” will create a “weapon free zone.” Employers may choose to prohibit concealed carry during work activities, and if they do so, then language must be modified and signs must be posted.   The sign must:

• Be at least 5 inches by 7 inches.
• State that concealed or open firearms are prohibited in the building or on the premises.
• Specify the area to which the prohibition applies.
• Be placed in a prominent place near all of the entrances to the part of the building to which the restriction applies or near all probable access points to the grounds or land to which the restriction applies, as applicable, where any individual entering the building, grounds, or land can be reasonably expected to see the sign. 
• Businesses should consider the universal “no” symbol of a circle around a picture of a firearm with a slash across the middle of the circle, indicating that firearms are prohibited.

 
An employer may not prohibit an employee, as a condition of employment, from carrying a concealed weapon in the employee’s own motor vehicle, even if the employee uses his or her vehicle in the course of employment or if the motor vehicle is on company grounds. Some employers are creating a policy that vehicles containing weapons on company premises must remain locked at all times.

HRS is active in helping craft and/or review employee handbook policies on this matter.  For those who wish to “opt out,” the sample “Weapons Ban” policy to follow is one of the alternatives available.  Customization may be expected. 

 

Weapons Ban Policy Sample

The company complies fully with all applicable federal, state and local laws to include the Concealed Carry Act. Weapons and firearms of any type are strictly prohibited within company premises at all times.  Company premise includes property owned, leased or controlled by the company.  Company premises also include anywhere that company business is conducted, such as customer locations, vendor/associate locations, trade shows, restaurants or any venue visited for the purpose of business. Weapons include, but are not limited to, guns, knives or swords with blades over four inches in length, explosives, and any chemical whose purpose is to cause harm to another person.
 
Regardless of whether an employee possesses a concealed weapons permit or is allowed by law to possess a weapon, weapons are prohibited on any company property or in any location in which the employee represents the company for business purposes, including those listed above.

Possession of a weapon can only be specifically authorized by a company officer to allow security personnel or a trained employee to have a weapon on company property when this possession is determined necessary to secure the safety and security of company employees. Only a company officer may authorize the carrying of or use of a weapon within company premises. Any violation of this policy or federal, state or local laws which relate to weapons shall also result in immediate discipline up to and including termination.

Tim Tebow is becoming a national phenomenon. No matter which side of the argument you find yourself on, chances are you’ve either found yourself arguing whether he would be the greatest thing or the worst thing to happen to professional sports in some time. There are plenty of people who enjoy watching him succeed, and plenty of people who enjoy witnessing him complete only 2 passes during an entire game. However, there is one thing that cannot be argued: Tim Tebow wins. No matter how pretty (or ugly) his game is, he always finds a way to succeed.
 
Take last night’s game against the Jets for an example. Tim Tebow led an anemic offense through what could be considered some of the worst football you will ever watch, and it lasted for 55 minutes. However, when it became crunch time, and when it mattered the most, Tebow transformed and his Denver Broncos came away with a win. He may not have the decision making of Aaron Rodgers, or the arm strength of Ben Roethlisberger, or the pinpoint accuracy of Drew Brees, but Tim Tebow shares one thing with all of these other quarterbacks; he is winning.
 
Tim Tebow is 4-1 this year as an NFL starter. An ESPN article reported his teammates as saying, “We’ll take the win” and “Would you rather us look good and lose?”  This brings up an excellent point. As a business, would you rather have your team look ugly and win, or look good and lose?
 
“Winning in business” is something that cannot be as explicitly defined as “winning in the NFL”, however we can examine this in a different angle of achieving goals. The ultimate goal of an NFL team is to win, and more specifically to win the Super Bowl. Now think about your business. What is your ultimate goal? What is it that your company sets out to achieve day in and day out? What is it in your business that allows you to feel like a success story when you leave for the day?
 
Is Tebow actually “winning ugly?” Would it really matter to you if you were to achieve your goals through unconventional means, or would you be more proud of it? 
 
So what do these critics mean when they say “winning ugly?” “Winning ugly” in business can imply a lack of ethics. Let’s abandon that argument and define “ugly” as “unconventional” and “breaking normal rules.” Let’s define what others consider “ugly” as “thinking outside of the box.” Let’s define “ugly” as really not even being ugly at all. Entrepreneurial thinking is far from an ugly matter, but it is unconventional by design. Tebow can be defined as unconventionality at its peak. And while no one is likely to follow Tebow’s methods, the truth is that he is winning, and he is winning with what he has and what he knows how to do. We can learn from this directly as business people; you can win with what you have, no matter what you have, if you know it well enough and apply Appreciative Inquiry concepts.
 
Not all of us can have the top level of resources, so we need to win with what we have. This may directly lead to “winning ugly”. If you are a supervisor, learn about your employees, individual and team strengths, and how to maximize that potential. If you are a CFO, learn what your company has in financial assets and learn to make the most of it. If you are a Product Manager, know what makes your product unique and find the best way to allow that product to “win”. We can’t all be the Aaron Rodgers or the Tom Brady of the world, but we can beat them if we learn to succeed with what we’ve got.

Templates exist for best practices job descriptions.  Some templates hit the mark and others fall short.  Our article outlines the minimum goals to be attained by job description creation as well as some helpful guidelines to writing a custom description.  Rarely can an organization pull a job description "off the shelf" from another organization and apply it without essential modification.  Consider a job description model only a starting point and invest the effort into customizing the instrument to your organization and your unique job.  The exercise of doing so offers value in itself. 

For starters, let us explore the goals.  A strong job description will...

• Serve as an effective tool for employee selection and orientation to specific position duties and evaluation criteria.
• Establish a training checklist for new hires or incumbent job changes.
• Provide a point-by-point quality of work itemization for performance appraisals and ongoing performance management.
• Document position goals and performance standards.
• Protect the firm from legal risks through written documentation of position requirements.  Establish ADA, FLSA and EEOC compliance.
• Benchmark the position for accurate compensation scale review.
• Facilitate a merit-based compensation system by clearly identifying distinguishing characteristics between positions and position levels.
• Communicate recruitment parameters to safeguard the hiring process.
• Effectively distribute workload among team members to ensure organizational “right sizing.”
• Manage legal risks in employment law by comprehensively documenting the position requirements and performance requirements.
• Allow team members to measure their own performances between formal performance appraisals.
• Establish individual accountability.
• Internally market the position to each relevant team member through controlled terminology and quick communication of the “keys to success” in the position.
• Enhance training and thereby minimize relevant turnover.
• Validate the need for pre-employment testing/screening toward legal risk management.
• Protect team members not selected for promotion from failure to understand selection decisions.  Protect the company from challenged decisions.
• Assist supervisors with the performance appraisal system by providing written reminders of the goals and expectations actually communicated to the team members.

 

Job Analysis should involve both incumbent employees and their supervisors.  Not only should the tasks and position goals be documented, but in crafting and weighting such considerations, the keys to success and risks of failure should also be considered.  The consideration and the documentation of facts are two different things.  The final product will be edited and filtered for content and purpose. As an example, we document what an employee is responsible to do to avert problems, but we do not necessarily document the potential problems themselves.

Typical categories of information include Job Title, Immediate Supervisor, FLSA Status, Mission/Summary, Essential Tasks & Responsibilities, Supervisory Responsibility, Job Requirements, Working Conditions, Physical Demands, Skills & Learning Goals, and Disclaimer of Management Ability to Modify.  Some descriptions may include Department, Pay Grade, Work Hours, Location/Site Travel and more.

When crafting language, measurable benchmarks must be present to ensure the standards are meaningful and reliable.  Legally compliant language is essential to ensure compliance and perception of compliance at every stage of employment.  Desirable behaviors should be documented in detailed description.  While some label behaviors as"soft skills," successful leadership recognizes that behaviors drive results often more than skills do.  Behaviors need to be measured both on the job and at pre-employment assessment.  The HRS Assessment Center supports just that! Owning a characteristic is not as important at appropriately deploying that characteristic when it counts.  In order to pay a bill, one needs not only to have the money but also to write the check.

Job analysis questionnaires, sample job descriptions, outsource assistance and more information are available from HRS.  We wish you great success with your project!

 

  

 

2011 finds employers in eclectic places, damaged by recent economic impact, confused by new legal mandates, often acclimating to corporate restructure, balancing technology’s influence and typically cautiously optimistic in a mode of strategic change… some finding great new opportunity as the dust settles. Organizational communication, both internal and external, is substantially impacted by these adjustments. The keys to success are keen skill sets in organizational communications, companywide, often at employer burden of training. The following are the 5 most commonly missed opportunities to succeed and a brief resolution theory.

1. Compliant Communications:

Anti-Harassment, HIPAA, social media and intellectual property are just a few critical learning topics of employer responsibility.  While it is true employers are not always responsible to actually control human behavior, reasonable care in training, policy establishment and enforcement are essential to company success, affirmative defense and risk management.
 

2. Cost-Benefit Analysis:

Employers are found over-communicating and under-communicating change to the point that the cost of communication is disproportionate, upward or downward, to the actual benefit of the change.  Consider the costs of employee communication including preparation, costs of miscommunication and time away from work when developing the communication rollout plan.  Calculate the anticipated benefits, and weigh accordingly for your blueprint.
 

3. Lopsided Sales Cycles:

In the effort to find the best price point or value, employers are demanding staunch sales cycles from prospective providers.  More than ever we see 3+ proposals sought for a 3 or small 4 figure acquisition…too much.  If you want to find the best value, treat your “vendors” as “partners,” keeping in mind their costs become your costs.   Find ways to help your providers keep their costs down.  Don’t sloppily force information repeats, listen carefully, streamline correspondence and be creative.  Prices are prices. Bullying is not negotiating. Together you can build collaborative strength.
 

4. E-mail Versus Traditional Communication:

Rules exist for communication media choice.  Know them and train them.  E-mail is the least invasive, most easily queued at convenient times and facilitates immediate documentation. Live discussion with or without body language, however, can be more efficient for transactional type exchange. Videoconference is a growing option.  Without proper training as to when each should be deployed, debates emerge as to the media choice, further contaminating topic discussion.
  

5. Blameshifting:

With fear of job security alive and well, elaborate schemes are being plotted and deployed to “save one’s skin.” Sadly, the individual who best plots and conceals usually wins, and here the company loses.  The blameshifting target was usually too busy actually working and owning workplace integrity to have won this nasty unproductive game.  When a team member “blames” a vendor or another employee, please investigate and monitor.  Your team members should be rewarded to help company stakeholders do a better job.  Those willing to throw another “under a bus” are far less valuable to you than those working toward greater good.
 

Communication is the means of knowledge transfer and collaboration toward unified goal.   When it is compromised, so are profit, growth, risk management and sustainability. Further detailed analysis and solutions on any topic herein are available through HRS.

This year’s most popular goals of employers large and small are to manage new legal risks, reorganize staff for best efficiency/future growth, and manage human capital for improved cost savings.   The following checklist provides framework to suggested 2011 initiatives.
 
 

1. Identify and control emerging legal risks.

More than 20 areas of statutory and case law have changed in the last year alone.  Government audits can newly be random rather than triggered solely by complaint as before.  Fines are a vehicle for government fundraising.  Employers must not only get compliant as cost control but must also gain reasonable care certification from 3rd party expert analyst. New ISO practices are emerging for HR.  Discreet compliance reviews are available to provide essential investigation plus affirmative defense certification. Avoid using non-profits in this role as they are not lawfully eligible to advocate on your individual behalf and can only advocate for their memberships on the whole.
 

2. Reassess HR needs.

With the wealth of HR/OD resources available, the best way to safeguard your HR initiative is to ensure no idle time and to ensure you have secured the appropriate change management resources.  This is not a time for old school thinking and rote maintenance behavior.  This is time for invention and transformation. Have full time resources for full time needs maintenance.  Draw upon external experts to suggest and design change.
 

3. Enjoy the ROI, cost savings and future planning benefits of employee assessments.

Deploy testing that predicts employee performance and learning needs throughout the life cycle: pre-employment, advancement, change, trainability and exit, at a minimum. Personality profiles do not get that done.  In baskets, role plays and job simulations provide meaningful data.  Expect at least a 100:1 return on your investment.  Reject instruments that fall short.
 

4. Create and enforce a lifelong learning culture for leaders.

Leaders who burn out or who miss opportunities to transform others are toxic to your environment.  Leaders should be seen learning.  Trainers should be seen learning to train.  Leading and training are not “common sense.” Commitment to external education sources is critical, but speaker seminars are the least effect learning venue.  Consider learning workshops in your environment at which real-time case studies can be explored and resolved to better apply learning and safeguard time away from work.
 

5. Stay in touch with employees to monitor engagement, troubleshoot, facilitate and be proactive.

Proactive solutions are typically 5-10% the cost of reactive solutions.  Accept that what is past may or may not be prologue.
 

External resources can provide outstanding facilitation to these action items, and please think of HRS during your proposal process.  3rd party objectivity, specialist research, multi-employer relevant case studies and flex talent bring value added your internal time simply is not licensed to bring, no matter how competent and no matter how dedicated.  The collaboration between internal and external talent is a powerful force.

Old school culture teaches us to toughen up, be impersonal and stay objective.  All of these behaviors remain critical to business success provided we do not overlook the value of passion, deep analysis, empathy and unwillingness to fail.  These are characteristics of sensitivity.

The team member who overanalyzes, scrutinizes intention, predicts behavior and takes it personally can be the team member who serves as a predictive bloodhound for business problems and who goes the extra mile to get results.  Lack of sensitivity often leads to lack of creativity, mediocre effort and lack of foresight. Resilience is key to sustainability.  The hypersensitive can be extraordinarily resilient. Coping with sensitivity requires enormous strength. 

In the popular de Bono Six Hats Thinking model, four of our six problem solving hats require sensitivity, “gut” reaction and emotional posture.  Understanding perspective of others is recognized as a key concept to negotiation, leadership, motivation, customer service, sales and comprehensive business communications.  Your company’s performance feedback system needs to appropriately value these organizational toolsets.

The next time a member of your team misinterprets sensitivity as a business weakness, set them straight.  Success is a longshot without it.

1.Stay Informed via Reputable Experts

There is no acceptable plea of ignorance.  Laws are constantly changing and it is the employer’s responsibility to stay on top of it.  Government sites are improving, but state and federal governments often do not accept responsibility for creating clear communications via websites.  The courts look to reasonable care and actual workplace outcomes; however, complaints can be costly. Secure a source of compliance updates reasonably considered compliance “experts.”

2. Choose the Right Expert Source

Subrogate liability: find an expert willing to “take the fall” and back you. Compliance experts need not be legal counsel as long as they remain committed to advanced legal studies and ongoing compliance research.  HRS has proven it possible to attain 100% success in avoiding legal argument when compliance is deployed at the proactive stage. Reasonable care and due diligence are key. If you determine to use legal counsel as your “experts” and they have pulled you into the fire only to bill you going in and coming out, find new legal counsel or find an alternative remedy.  Insurance brokerages, payroll partners, TPAs and other HR related vendors offer valuable templates and perks for their customers.  Most, however, do not profess themselves as “experts” and non-compliant information potentially coming from them is on your plate, not theirs.  Several of these firms are proven to circulate bad information because it’s just not their problem. If you grab a tax advice flyer at the grocery store, you shall be challenged in holding the store accountable for bad information.  Several HR industry vendors hire HRS and other accredited experts to provide deeper quality risk management for clients. 

3. Reject Cookie Cutter Advice

Compliance is more about judgment than templates.  Non-profits can be a great source of templates and education; however, by the nature of being non-profits, they are ineligible to advocate for any individual client and can only serve the “membership as a whole.” Although we’ve caught one or two professing themselves in the “management consulting” field, please know this is categorically impossible. Take their information as one component of your research and adapt it to your company’s unique variables.  Call upon experts who can bring widespread case studies where you prefer assistance. There are some valuable non-profits, they can be highly beneficial; however, they cannot be a “one stop shop” for your compliance needs.  

4. Document Policies and Incidents

Do not let deniability work against you.   The courts look for evidence and reasonable care in forms of currently compliant employee handbooks, related documentation and proof of receipt.  For top risk management, an employer needs to prove the employee knew what was expected, received no confusing/contradictory messages, was capable of meeting expectations, knew the consequences of failure and chose to fail.  Consistency of enforcement without discrimination is critical.  Incident reports, valid job descriptions and clear compliant performance appraisals are each contributory toolsets.   Legal postings must be up to date and accessible to employees.  (Flat annual fee poster services can be a great partner here.) Maintenance and access to employee files must be controlled on a “need to know” basis according to HIPAA, EEOC, DOL, GINA and countless other emerging and ever-changing standards.  Consider a voluntary compliance review for risk management and to build “affirmative defense” through reasonable care.  Non-profits are ineligible by status to protect individual members/customers, so please do not deploy a non-profit organization in this capacity.

5. Train, Train, Train

Enforce a culture of lifelong learning and properly train employees not only in operations procedures but also in legal compliance to include anti-harassment, risk management, liability aversion, documentation and diversity.  While the employer is not ultimately expected to control each and every workplace action, the employer is held accountable to “reasonable care.”  Proper training averts risks, and the act of training builds “affirmative defense.”  Training by 3rd party experts brings additional reasonable care and promotes exceptional questions and learning. Remember most people are not classroom learners and bear learning threshold of 2.5 hours typicalmaximum.  Consider kinesthetic learning bullets. (Hint and shameless plug: contact HRS!)

6. Stay Current and Prepare for Change

The employer who has been non-compliant and has “never had a problem” is probably due.  Granted those employers are probably not taking the time to read this, invulnerability is a myth. Everyone is vulnerable.  Don’t waive it off. The government is fundraising.  Many people would rather fundraise than work.  Some lawyers are fundraising.  Insurance companies, like any businesses, will protect their interests.  It is your responsibility to protect your own interests as an employer.  Stay up to date with regular compliance reviews for practices and policies. The right 3rd party expert partnership is excellent “reasonable care.” Secure updates and review for compliance regularly. 

Please contact HRS for more information regarding answer desk, compliance review, handbook services, kinesthetic learning bullets to include anti-harassment, referrals to HR partners who rely upon actual experts and other risk management reasonable care programs.

Employees continue to be skeptical of lavish employer holiday parties, and employers find opportunity in containing holiday costs.  With the economic damage of the past several years, cutting back and cautious spending is greatly appreciated by all.  Employees who have suffered economically do not wish to see their rewards sacrificed for a holiday blowout.

75% of employees tell us they’d rather see bonus or investment into their advancement/security.  80% of employers tell us they are holding to the same cost-wise practices with no more than modest increase over the past few years’ practices.  Some are even cutting back further after learning past years’ efforts were not as appreciated as hoped.

The days of the “boss” calling employees onto the carpet to “kiss the ring” are over, and employers of choice recognize that employees want holiday celebrations that actually provide reward and appreciation.  Mandatory participation can be a deterrent from perceived value.  Allowing employees to plan their own rewards is the most appreciated choice.  To facilitate good sense outcomes, guidelines and budgets need to be set for employee committees.  The employer needs final control to ensure risk management and organizational goal attainment.  Structured properly, employers earn great ROI and everyone prospers.

Lavish expenditures are often resented by employees who suffered pay cut or layoff.  A sensible demonstration of company pride, forward movement, optimism and team appreciation is, however, a wise investment.  Safety and liquor liabilities remain primary concerns.  Depending upon team demographics, popular substitutes to parties include bonus, gift certificate or “your choice” menu items. The latter two offer repeat value.  For many, cash disappears as it hits the pocket, creating only single impact of reward.  Certificates can have more lasting and/or multiple impacts of reward.  The reward comes not only in the receipt but also in the use.  If the use is a lasting experience, the employee enjoys a more lasting reward. 

One year ago this month we commented our findings as the expert source to The Business Journal.  The topic was so well received and the findings so valuable, that the article was quickly globally syndicated with a cover bullet.  The popularity of this topic has not wavered, so we have accordingly provided this annual update.

Contrary to what temp services and unemployed consultants are currently blogging about, it is essential to understand that while being a leader requires consistent practice and execution, effective leadership is also both innate and learned… nature and nurture.

Make no mistake. Effective leaders need a deep understanding of the discipline, tasks and environment in which they lead.  Those who believe a management degree or diploma somehow qualifies them to lead in an unfamiliar environment are sadly mistaken, likely BS’d by their college recruiter.  Simultaneously, great implementers are not necessarily great leaders.  The most common mistake in business is empowering the wrong leadership, either promoting implementers without leadership skills or hiring great sales artists with no leadership substance. 

Good advice is hard to come by.  Bad advice is abundant.  With advancement the #1 workplace motivator, promotions from within not only best engage the whole team but allow leaders to have deep understanding of that which they lead.  Nonetheless, self-starters and independent achievers typically do not “get” the average worker and do not know without formal leadership training how to effectively motivate and modify behavior in others.  If others do not become better performers directly due to those who lead, the leaders “lift right out” as ineffective.