How do you

From HBR (source axios):

The most-wanted soft skills include a high level of self-awareness, the ability to listen and communicate and “the capacity to infer how others are thinking and feeling.”

Become a PRO… see how it can work for you  click  

YES, tell your story



Dr. Simon T. Bailey

DBA, CSP, CPAE click

“Edwin B Cohen thank you for an awesome interview.”

Should we all come back to the office? What’s the real purpose?

Who benefits? 

Who doesn’t?  

Is working from anywhere the future of work?

The remote working discussion often revolves around yes or no questions.

Polarized debates are popular — they make for good headlines.

However, they are not helpful if you are a manager trying to implement practical plans and policies.

Principal at Mercer
Helping Companies Go Global
Consulting, Data and Technology to Support Talent Mobility 

A majority of companies are still trying to figure out a reasonable compromise that will provide more flexibility to their employees while maintaining compliance and productivity. The rise of “hybrid” as new buzzword illustrates the attempts to reconcile these conflicting objectives. Even companies who have issued new remote policies sometimes struggle to connect them with clear business objectives and employees’ expectations.  Our old ways of thinking are often holding us back. The answers to the “working from anywhere” challenge are complex, temporary and company-specific rather than final and universal. We need to clarify the debate and question our assumptions if we want to find useful solutions.   (Jun’22 | Medium   #remoteworking #futureofwork #humanresources 

No alternative text description for this image


or Thermostat?

SHRM President and CEO Johnny C. Taylor, Jr. 

New OrleansSHRM22 (Society for Human Resource Management) Annual Conference & Expo  Thermometers simply measure the temperature; they tell you what the current temperature is. Thermostats, on the other hand, change the temperature.  If we are indeed going to take up the mantle of causing the effect in our significantly-changed workplaces, we are going to have to become thermostats.  We do this by acting like Thermostats in three areas in our workplaces:

1. Creating a positive mental health environment
2. Building a productive organizational culture
3. Highlighting skill-building and alternative credentials

As thermostats in the world of work, it’s our time to SHINE!
#HR #CauseTheEffect SHRM #SHRM

Arizona booms; cuts taxes LG battery plant; thousands tech jobs INTEL xpands semi/chip invest Taiwan’s semi leader invests $billions condos (avg) $310K, going up Temphousing ParadiseValley condo, golf contact Ed 619.787.3100 text 4.9% incometax companiesAZ 2.5%non-fed inc tax Arizonans Contact Publisher ED for referral to expert ReloAssist +Housing/RealEstate +Education

World Economic Forum - WEF | Genève internationale

Essential Skills Required

… learn them now














Acknowledgment: World Economic ForumFuture of Jobs Report 2020; #industry40 #futureofwork #chro #futureskills

info from Ed, Global Editor & Publisher 

contact   (+1)619.787.3100  

Thank You to the team at LinkedIn

for inventing LinkedIn then curating it. 

 A blessing! click it, read about

During 1980, I relo’d myself, the business USBOUND™ , +family

from Boston to LA, adjacent to CenturyCity. 

Professional Relocation Guide developed / published for employers to use as a recruitment tool and “send out” to people considering a relo. It became the official Newcomers Guide- LA Chamber of Commerce 80’s+early 90’s. LA Chamber partnered with us to produce #1 corporate relocation conference in 1984, held at the Chamber’s lunchroom.  Participants included Apple, Ernst&Young, NorthropGrumman, Chevron, 20thCenturyFox, Paramount Pictures, HughesAircraft, Fluor, Realtors, RMC’s, HHG, Oakwood and other destination service-providers.

 click    BackStory  


Partner and Head, Global Mobility & Migration Practice 

Global People Solutions providing a pathway… Navigating thru the Transformational Era we find ourselves living in today… where companies moving people across borders requires fluidity combined with agility


Employers offer new perks to get people back to office
Companies are enticing employees back to the office with perks such as child care, pet-care stipends, music events, free scooter subscriptions for commuting and complimentary meals, HR leaders say. “Sharing conversation over a meal, getting face time with senior leaders and catching up with one another in a casual setting raises the energy of our workforce and overall engagement,” says Jennifer Strauel, chief people and diversity officer for Arrivia. source:CHROsmartbrief

We are


We request the honour of your participation…


… and when you say “YES” you receive THANK YOU GIFTS

… including business intros 12months + Media Prep / Coaching to be effective on TV. You receive a 100% guarantee on service + production quality   

GlobalPressClub is all about POSITIVE PR; about using professional public relations resources and attitudes designed to help you help your brand tell a compelling story with article placements, banner-linked messaging, radio/podcasts, TV talkshow speaking roles, business intros, and special invitations FOR MEMBERS ONLY across 365 days. Members receive professional guidance and participate each month (each day x 365) in an engineered system for placing company news and info across our media appealing to our audience across the US and also global 24/7/365 nonstop PR bringing your news and info forward. More than 168,000 audience views have been recorded by GoogleAnalytics since we launched GlobalTVtalkshows in early 2020 as a result of the pandemic “crashing” our established LIVE conference/events business. Since Jan 1’22 thru June 1’22 between 1000 and 1900 audience views/week have been recorded by GoogleAnalytics.  Imagine your company logo/brand/messaging receiving that coverage!

get more info by clicking

How much is all this?    3 good options starting from $1 a day

 see details click     

               DISCUSS THINGS… contact Ed (+1)619.787.3100 or email him      

Yes, we are






Coaching you how-to think about “being effective” and how-to prepare to become CameraReady for your CloseUp

Live, Work, Invest,

Retire Abroad

Emily Bron, Owner and Advisor, International Lifestyle Consulting

cell # 647-292-4109 (WhatsApp)

Emily meets with Felipe/Chile and Rigoberto/Mexico

David McLean, MA (Leadership) CHRL
Top Voices in Company Culture 2022 I Executive Advisor | HR Leader (CHRO) | Leadership Coach | Talent Strategy | Change Leadership | Innovation Culture | Healthcare | Higher Education 

Acknowledgment: The Conscious Leadership Group and Infographic Source: Zenishwa. Note post is adapted from an original post by Dr. David Weiss

#leadership #leadershipdevelopment #selfcompassion #emotionalintelligence

see notes below…

No alternative text description for this image

Monte Pedersen
Monte Pedersen
Delivering “Business Freedom” one organization at a time 

As if being a leader wasn’t already difficult, “the role gets even harder when times are tough; implementing unpopular policies, making significant changes, or confronting an awkward or aggressive individual.”

These complexities often force us into a singular mode of “overmanaging” our people, according to leadership expert Mike Tichen in an article written for the training and leadership organization “100% Effective”.

This is especially true if we’re a new or “uncoached” leader trying to find our way and deliver the best results for our organization. We often inherently and erroneously believe that managing everyone on our team in the exact same way is the best help we can provide. Unfortunately, this creates the scarcity mindset of “micromanagement” where we think we can control everything that’s happening with our people, all the time.

Throwing one big blanket over everyone we lead in an attempt to manage them more effectively is akin to smothering them, their ideas, and their point of view. We completely miss the concept and understanding that everyone has their own leadership style and wants to be managed in accordance with that style.

To be successful, the author recommends utilizing a simplification of Ken Blanchard‘s Situational Leadership model that he calls “Adaptive Leadership”.

It recognizes four unique leadership styles: Directing, Delegating, Coaching, and Empowering; matching these to each team member’s degree of technical competence and the level of trust the leader has in them.

It brings to light, two important factors that every leader needs to consider when confronted with how best to effectively lead others; 1) How do I give credit to and recognize the people on my team for what they know and have accomplished in their careers thus far, and 2) How can I be of value to them and provide support where it would be most needed and appreciated?

Leading is hard work and it’s made even harder when we don’t consider the strengths, weaknesses, and other intangibles of our people. This short-sighted mentality causes us to make decisions that adversely impact their ability to perform and do great work.

Everyone has a certain leadership style and this can change over time. A successful leader will understand and always manage this.

So be honest with yourself and ask the question, “am I managing each of my team members in the best way for them to succeed?”

If not, “adaptive leadership” is a simple and proven model to apply.

#ceos #leadership #adaptiveleadership #execution

tune-in, enjoy the show

Publisher’s View Combine CIO + CHRO to more effectively communicate / engage with employees.

But now WATCH, LEARN from Paul Falcone, CHRO … click

Audience Locations …


Jan1 ’22 – Apr12 ’22

says Google Analytics

(1) US

(2) China

(3) Canada

(4) UK

(5) Japan

(6) India

(7) Switzerland

(8) France

(9) South Korea

(10) Australia

Audience views

 TV, newspaper, RADIO, magazine


Jan1 ’22-Apr12 ’22


 Jan1 ’20-Apr12 ’22

Shakespeare “advises” on leadership;

stimulating dialog between Michael Gates and Steven Howard



KPMG Deutschland

Hirschberg, Baden-Württemberg  


While preparing for our Mobility conference last October, I was asked what I would do if ….

I had the opportunity to lead

a major HR Global Mobility program.

I came up with three focus areas:

  1. Beyond Mobility
  2. Individualize
  3. Grow up    

READ MORE, click 



TAXES click

4.9% income tax for companies in Arizona; 7.25% New York; 8.84% California.

2.5% non-federal income tax for Arizona residents; 10.9% California; 13.3% New York.

Governor Ducey recently visited Israel to learn 1st-hand about what works and “who’s who”, as well as to attract investment by companies involved with desert agriculture, water desalination, efficient use of irrigation, and solar energy.



David Edick Jr

Ikigai! Great stuff!

Thank you for posting…each of your 3 posts of recent days. Ikigai really hits home for me.

“Ed and I go back about 10 years, as I have been fortunate to work at a number of his in person conferences. Ed reinvented his business after COVID struck, and has created a great model to connect people around the world. Ed has the amazing gift of bringing people together to learn, share, and have fun.” 

 — Mark Naidicz  – Currently serves as a Board Director and Advisor in the Human Resources, Education, and Construction services sectors.  Retired as Vice President Human Resources / VPBusiness HR, AbbVie

(Jun7 ’21)  Hi Ed…507 people viewed my LinkedIn … must be due to your (interview) show yesterday. Thanks. Diane DiResta, CSP  (CSP-Certified Speaking Professional) is the speaking profession’s international measure of professional platform skill; held by less than 2% of all speakers world-wide.) Author- Knockout Presentations



…better understood by 2 guys who have it



KARENA  BELL is Partnering with

Anthony J James
Anthony J James
 CEO, Innovation & Technology
Trinity Consulting
No alternative text description for this image






communicating within a relaxed atmosphere…

You are invited to tell-your-story in a conversational setting™ 



Elisabeth Constantin, founder/ceo, ABREO Career Services

Realtor/Relocation Director,  Gayle Glew

Corporate manager US

Corporate manager UK

Realtor/Relocation Director,   Chris Lechner

Emiko Shimabukuro, CEO, All Japan Relocation Inc

Meet Emiko, CEO; her motto  “I’m always thinking about what the customer is thinking…about their wants and their needs.”

Introducing Romania-based

Denisa Goran

Social Media Specialist & Brand Strategist

…click and learn more

Executive View:

MARK NAIDICZ, former big pharma GLOBAL HR executive discusses  “the great resignation” as “the great escape” and as a “recalibration of self-assessment and applications...

View from CapeTown, South Africa  Carla Paganoni Bustani   INDIGO Consulting Founder & OrgDev Consult

SHENGEN biz travel; beware!

 offers an automated solution to this, and other travel compliance risks through Topia Compass.



Here’s a very timely conversation with Zurich-based Angie Weinberger

A-P TVtalkshow launched


Lindy Chapman
I love the process of brainstorming “blue ocean” strategies to see opportunities others are missing and create new frameworks in order to evolve with consumers.
Love the example of Cirque du Soleil.
Great conversation and panel Ed!

+Wild Card
converge impacting supply/pricing, WorldTrade, Talent displacement  

Dr David Weiss, Toronto

Dr. David Weiss
President and CEO of Weiss International Ltd.

#infographics  Source: @sitwithwhit

Chicken soup for the soul. Chicken soup for the soul by Jack… | by Shikha G | MediumMARK HANSEN,



talks with


Are you aware of


for kids?

Meet Tamara.

Founder & CEO, Tamara Becker,

“About Tamara Becker:

Tamara Becker is an educator with over 25 years of experience in traditional, charter, online and hybrid school models. She began her career as an elementary school teacher, with her roles evolving to director of special education, assistant superintendent and most recently, vice president of a large national education organization.

Driven by her love of learning, Tamara saw an opportunity to take the best from each education model to create the next evolution in learning – Adamo Education.”      (

 Adamo Education logo

Adamo Education

Every child can learn and every student can be successful.

Education Administration Programs

Are you “mindful” or are you on autopilot “unconsciously” reacting to the challenges you face?

David McLean, MA (Leadership) CHRLDavid McLean, MA
(Leadership) CHRL 
Top Voices in Company Culture 2022 I Executive Advisor | HR Leader (CHRO) | Leadership Coach | Talent Strategy | Change Leadership | Innovation Culture | Healthcare | Higher Education 

“Between stimulus and response there is a space.

In that space is our power to choose our response. In our response lies our growth and our freedom” – Viktor E. Frankl

3 things that mindfulness can help you to develop:

This is the ability to choose at crucial times to simply observe what you are thinking, feeling, and sensing. It is like stepping out of a fast-flowing and sometimes turbulent stream onto the riverbank so you can actually see what’s going on. When you learn to do this, you can better see your thoughts, feelings, sensations, and impulses for what they are. Without metacognition, there is no means of escaping our automatic pilot

This refers to the ability to let what is the case, be the case. It’s about meeting your experience with a spirit of openness and kindness to yourself and others. It’s not about being passive or weak, but just facing up to what is actually going on in each passing moment. Without allowing, our criticism of ourselves and others crushes our ability to observe what is really happening

This means taking a lively interest in what has shown up in our inner and outer worlds. Without curiosity, we have no impetus for bringing our awareness into the present moment and staying with it

Acknowledgment: Megan Reitz & Michael Chaskalson – post based on their work- link in the comments below to their original article & ideapod for the infographic

#leadership #emotionalintelligence #chro
#wellbeing #mindfulleadership #mindfulness

No alternative text description for this image



Reproduced from Pew Research. Graphic: Axios

Source:Horst Gallo

The tragedy in Ukraine reminds us that managing an international workforce is a huge responsibility and a difficult task to manage.

While managers and international HR teams do not face crises alone and are supported by other specialist teams, they are still dealing with dramatic events and their consequences for international employees.


Principal at Mercer | Helping Companies Go Global

Consulting, Data and Technology to Support Talent Mobility

Perhaps we have been using the concept of employee well-being or employee experience too lightly in the past.

The pandemic has already prompted many companies to go beyond pure rhetoric and develop comprehensive programs to protect the physical, mental, social and financial well-being of their employees.

Tailored support and risk mitigation measures are unfortunately required again as companies are forced to act decisively to support their employees affected by the conflict in Ukraine.

Companies are also reassessing their position in countries affected by sanctions, like Russia or Belarus, as well as monitoring the situation in neighboring countries impacted by the war.

Here are some important things to bear in mind when dealing with emergencies.

Providing Enough

of the

Right Kind of Support

The first step is to make sure that the basics are in place and that the company can rely on a robust network of providers to deal with difficult and emergency situations.

Source: Mercer’s 2020 Worldwide International Assignment Policies and Practices Survey.
*More than one answer possible.

However, insurers and security providers cannot fully replace companies’ in-house teams and their knowledge about employees.

Dealing with human implications and long-term consequences of emergencies remains the responsibility of HR teams.

Companies occasionally ask if they have to consider issues that are covered by insurance in hardship assessments. But insurance does not fully eliminate the hardship — in case of an emergency, expatriates still face risks until they are evacuated or can access treatment in a hospital meeting international standards.

Insurance does not replace a good process managed by the company and does not exonerate companies from paying a hardship allowance.

The same logic goes for security, housing, schooling and practical support.


Have Varied Needs

In an emergency situation, the initial focus of a company’s response should be ensuring the safety of employees directly at risk.

However, many other employees may be impacted, including, for example, colleagues with family members affected by the war.

They may require different forms of assistance ranging from practical issues such as work flexibility to mental health and financial support.

Other employees might feel anxiety, frustration and the need to do something meaningful — they expect some guidance and suggestions from their organizations.

HR teams might not be aware of these issues, so it is important to reach out to all employees, open the channels of communication, and find out what their specific needs are.

Who and When ….to Evacuate?

Government sites provide recommendations for evacuations, but their guidance is insufficient. Different countries may provide different recommendations for their citizens at different points in time.

Companies with diverse expatriate workforces need a more structured approach and a clearer message.

Whether to evacuate requires consideration regarding who should make the decision to evacuate, who should be evacuated and when — especially in situations like the conflict in Ukraine.

But it is not necessarily safe to assume that the company will evacuate everybody in case of problems.

Source: Mercer’s 2020 Worldwide International Assignment Policies and Practices Survey

Should you only evacuate expatriates — or all employees?

Is it morally acceptable to differentiate? What are the practical implications if everybody has to be evacuated?

Consider locally hired foreigners who do not benefit from a guarantee of repatriation and who were not relocated by the company in the first place.

The company may find itself relocating employees to a third country that is not their home location or repatriating them to a home country that they left long ago and where they don’t have accommodation, a local support network or family left.

Companies have to determine if they are going to evacuate their employees, only the family of the employees or ask their employees to stay as the situation could be under control.

The challenge is to understand the implications of these decisions and what message they send to both expatriates and local employees.

The situation in neighboring countries should also be monitored. The question of evacuation may also apply to countries beyond immediate conflict zones, for example, countries under sanctions like Russia and Belarus.

Giving the option to evacuate or not is leading to another issue — duty of care.

The Concept of

Duty of Care

Should employees be allowed to decide whether or not they want to stay in an area where others are evacuating? The risk is that flexibility and freedom of choice could lead employees to put themselves in harm’s way or delay the decision to leave until it is too late.

The concept of duty of care is not limited to a legal obligation to protect employees — it extends into reputation and moral issues.

In the strict sense, duty of care is about taking all possible steps to ensure the safety, health and well-being of employees.

This is a legal requirement that companies cannot ignore.

The scope of duty of care is wider than many think, and it applies to the family of an employee if the family is relocated to the host location with the employee and sometimes when the family does not live abroad and just visits for a short period of time.

Experienced expatriates might be tempted to decide for themselves. But too much flexibility is a risk that cannot be mitigated by putting disclaimers in employees’ contracts.

Duty of care is a matter of trust and credibility for the company, and it could affect recruiting and retention.

If a problem arises, the impact to the company’s reputation could be significant.

Getting Out of the Country Is Only the First Step

The evacuation will trigger a host of consequences that companies and HR will have to deal with, such as:

  • How to deal with temporary accommodation in the home country or in a third country
  • Managing employees’ physical and mental well-being after a traumatic experience
  • Providing schooling for the expatriate children
  • Ensuring continuity of work for relocated employee (remote working or re-assignment to new tasks)
  • Revising pay and benefits arrangements

Repatriating a couple of employees is not a problem, but when dealing with a large number of employees, these tasks take a completely different dimension and test the resources of HR teams.

Additional Burden Upon Repatriation: Compliance, Tax, and Immigration

HR might also have to deal with new compliance issues.

There are implications of unexpected repatriation or relocation in terms of tax, immigration and compliance — starting with basic ones, like securing visas and registering employees relocated at short notice.

Some of these considerations might seem mundane compared to the risks that employees have been facing, but as time goes on, HR teams and employees will be swamped with paperwork, costing companies and employees time and money.

Not All Companies Are Equal

When Dealing With Emergencies

Large multinationals operating routinely in hardship locations have robust support networks and processes to deal with emergencies. But this may not be the case for other companies with fewer resources, smaller operations on the ground or more limited experience in hardship destinations. In fact, almost 39% of organizations report that they do not have an evacuation policy in place or are still trying to develop one.

Source: Mercer’s 2020 Worldwide International Assignment Policies and Practices Survey

HR teams can reach out to companies operating in the same area to cultivate mutually beneficial support systems. This could involve pooling resources and developing a network to provide a detailed evacuation strategy and ongoing support for assignees and their families.


a Meaningful


The image of companies and its “employer brand” are tested in times of crisis. Employees will remember what was done and if their employer was true to its values and promises.

   I invite you to tell-your-story with me hosting you on … low pricing … high value added … longterm positive PR … wonderful “reach” … contact me by text (+1)619.787.3100