Dr. John Kello

Dr. John Kello

Dr. John Kello is professor of industrial-organizational psychology at Davidson College, and president of the organization development consulting firm J.E. Kello & Associates, Inc. He can be reached at (704) 894-2024; jokello@davidson.edu.

ARTICLES

We’re all in sales and marketing

By Dr. John Kello
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In some places, safety is treated much like human resources used to be.


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Are you actively hostile? Employee perceptions are key

By Dr. John Kello
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First-line supervisors are the link between where strategic decisions are made on high with where the work of the organization gets done.


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Succession planning: Will they miss you when you're gone?

By Dr. John Kello
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A vast number of us Baby Boomers are gradually aging out of the workforce, perhaps later than we’d like.


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A leadership marker: Can you think strategically?

By Dr. John Kello
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Competency models” identify the knowledge sets, skills, and attributes that make for success within the company.


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10 points for working with unions

Safety is an obvious common-ground issue for both “sides”
By Dr. John Kello
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One important common denominator when working in a union environment is the principle of seniority. All unions embrace seniority as a sacrosanct.


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The biological leash on organizations

Corporate behavior faces hard-wired constraints
By Dr. John Kello
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Starting in the 1960s, a growing body of evidence began to strongly support the view that all organisms, including us, are biologically prepared for certain behaviors


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The power of everyday leadership

By Dr. John Kello
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A modest bit of business leadership writing is aimed at the frontline manager — and thus at the craft of daily leadership.


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Breaking the chains of conformity

Don’t follow the ignorance of the crowd
By Dr. John Kello
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Many of us, if not most, like to see ourselves as independent-minded, willing to stand up for what we believe, not automatically going along with the crowd.


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Does every CEO need a coach?

We all can use a little feedback
By Dr. John Kello
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It is challenging enough to run a business in tranquil times (if such ever truly exist).


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Goodbye to the “good ole days”

Getting safety practices in tune with the tight times
By Dr. John Kello
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In my work in the EHS arena, I have noticed that a given company’s focus on safety is usually intensified (sometimes initiated in the first place) after the organization has the proverbial “bad run” of accidents.


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