Good leaders don't just have a clearly defined vision, goals and mission statements, they also have the responsibility to help others build confidence, increase knowledge and improve skills. Use these leadership tips to help you inspire performance and create an atmosphere of trust.

Hiring companies spend much time and effort — not to mention money — on recruiting Latino employees, but many Hispanic hires leave before organizations can fully benefit from their talents. Expert Graciela Kenig tells employers what they can do to reduce turnover and help Hispanic employees thrive.

Organizations wishing to attract Latinos and other diverse professionals for top-level management positions often find themselves competing for the same candidates — most of whom are already employed elsewhere. While such candidates are always are worth pursuing, it is also important to identify the talent that already exists within your organization. Here are some ideas for developing the leadership potential in your Latino employees.

Most communication and teamwork challenges arise from three basic cultural preferences: our approach to work, the way we share information, and how we view time. All three of these preferences have an enormous impact on the effectiveness of multicultural teams.

Increasing diversity in an organization is a multi-layered process. The word process implies that it takes time and usually requires many revisions along the way.

What should employers do when workers who speak Spanish among themselves make non-Spanish speaking employees uncomfortable? Juan Guillermo Tornoe tackles the question.

LatPro expert Juan Guillermo Tornoe draws from his personal experience as a Latino professional to help managers and Hispanic employees better understand one another, creating a more inclusive and comfortable atmosphere for everyone. Read the article.

Managers and supervisors who work with multicultural employees often express frustration with the way some of these associates manage their time at work. Complaints often include an inability to meet deadlines (even when they said they could), being late for meetings, or a seeming lack of focus on a priority task.

In my work as a management consultant, I often hear managers complain about employees who get defensive the moment they are told that something was done incorrectly or that it could stand to be improved. The trouble with defensiveness is that it makes people stop listening; hence there can be no dialogue.

In corporate America, we often expect our new employees to hit the floor running. That somewhat overused phrase says a lot about the cultural values our organizations espouse—and why many newcomers fail to live up to our expectations.