Examples of lessons learned so far… 1.People can be your most important asset if one understands how they contribute to your business’ success. 2.Rather than “fighting the war for talent,” one is better off hiring not the “best” candidate, but the candidate with the best fit to the business model. 3.Given the fact that today’s jobs are in constant flux, one may be better off selecting for the organization, not just for the job –this requires the development of a strategic competency model.

Examples of lessons learned so far… 1.Managers shape their employees feedback-seeking (or feedback- avoidance) behavior through their own behavior. 2.Motivational and task feedback are likely to be helpful, self-oriented feedback is not. 3.Constructive feedback is more likely to be behavioral.

Examples of lessons learned so far… 1.Teams have an advantage over groups and individuals if they enjoy gains from their interaction and membership (shared mental model, complementary skills, identification with team and with each other). 2.Teams have a disadvantage over groups and individuals if they suffer losses due to their interaction and membership (social loafing, groupthink, conflict, counterproductive team culture/norms). 3.Work groups should be inclusive: “outcasts” create conflict and resentment (in them and among others). One must listen to both sides and try one’s best to unite the group towards a common goal.

Examples of lessons learned so far… 1.Negotiation is a culturally sensitive process. For instance, in many high-context/collectivistic cultures, one needs to focus on building trust first. 2.Effective negotiation has a lot to do about understanding the other side needs/wants. 3.Do not let your emotions take over the negotiation process (e.g., ego, past history, keeping score…) 4.Selecting for overseas assignments should take cultural and adaptation factors into account. Rather than attempting an assessment of adjustment likelihood, one may want to stimulate a self-assessment on the candidate’s part.