People & Strategy Winter 2018 Vol. 41 No. 1 - 47

CALL FOR PAPERS
People + Strategy Journal 41.4 (Fall 2018)

Live Better to Lead Better

Executive Editor: Marc Sokol, Ph.D.; Managing Editor: Jeffrey Lyles

Theme of the Upcoming Issue
We live in a time when it is easy to feel overwhelmed
by the relentless pace of change, the revolution
in business models, and the complexity of global,
national and social dynamics that challenge the very
nature of long-term planning. Some leaders respond
only by working harder and asking their colleagues
to do the same. Many however are discovering that
for them to lead better, they actually have to live
better; to model balance and create an environment
where other leaders and teams are equipped for the
long run, not just the next quarter.

leadership as the skilled integration of mind, body,
relationships and organizational purpose.
We are looking for articles that have the following
attributes:
Strategic importance: Have a link to business
decisions and do not rehash well-known information;
should be the type of article an HR partner might
pass on to business leaders to educate them about a
concept, provide the basis for a decision or influence
their thinking.

the field of human resource management; usefulness
of knowledge; timeliness of content; originality;
provocative nature of content; quality of the data
supporting the points; logical; and well-written. The
reviewers' comments will be sent to authors.

Writing Style and Guidelines
Articles should range from 2,500 to 3,500 words.
Perspectives articles range from 500 to 700 words.
When applicable or available, include high resolution
graphics or charts with submissions to help present
any complex information in a visual format. Please
limit these to one per every 700 words in an article.
See examples of articles published in the journal under
"Quick Links" at http://www.hrps.org/PSJ.

We see a wide range of responses to such complexity; meditation, purpose-driven leadership, wellness
programs, and even sleep recommendations. Each
contains some kernel of truth, yet few are comprehensive or systemic and many fall victim to faddish
followership. However, when implemented well
these do work, and dramatically change how we lead
and how others follow. Some initiatives quietly stay
the course, become part of the company DNA, and
over time impact how the company performs.

Impact: Have a "so what?" for the HR executive as
well as a business leader. That is, does not just present research findings, but also discusses applications
and impact.

Grounded: Based on research, theory (with
examples), or proven practice to provide a "proof of
concept;" provides frameworks that can be applied
in a variety of situations.

All proposals should be sent to editor@hrps.
org. Please designate in your subject line that the
submission is for the Fall 2018 issue: Live Better to
Lead Better. Please indicate if your article is based on
any prior publication or is also currently submitted to
another publication for consideration.

Topics to Consider

Point of view: Make a case for thinking about a topic
differently.

May 7, 2018: Proposals due. Submit a one-page
overview of the article concept with the author's bio.

Readable: Non-academic prose; uses active verbs
and minimal jargon.

May 9, 2018: Feedback provided. We will provide
feedback and direction on your concept.

Our Audience

June 1, 2018: Articles due. Submit a well-written
draft ready to be edited.

This issue of People + Strategy is devoted to
comprehensive efforts to change the way we work,
live and engage with our workplace lives. There are
a number of thought leaders, researchers and
consultants who have been at the vanguard of such
thinking for years. There are also companies in which
leadership has recognized that quality of life needs
to be a scalable action across the firm, and are
betting that this strategy over time will differentiate
their firm in the marketplace. Among the topics
sought for this issue include:
* Feature articles how leaders balance pursuit of
challenging objectives with staying grounded, and
how they maintain and regain balance over time.
* Case studies of leaders and HR functions who have
found ways to extend a healthy approach to teams,
functions, even customer relationships.
* How leaders and teams recover from crisis and
tragedy, the very time when prior efforts are most
likely to get out of whack.
* Examples of companies where wellness and
mindfulness have expanded beyond start up phase
and become part of the DNA of the firm.
* Employee wellness programs that are reflected in
company strategy, brand, and positioning.
* Personal journeys of executives leading them to
become committed agents of transformation for
themselves and their workplace.
* HR practices that show measurable impact on
employee engagement, retention, and
organizational performance.
* Research and executive initiatives that reframe

Actionable: Focus on solutions, not just descriptions
of issues.

The typical reader of People + Strategy is an internal
human resource executive or consultant seeking
actionable and practical advice based in sound
evidence. Our reader wants to be challenged by new
practices, approaches, and models. Our readers
are experienced, knowledgeable, and work in and
for a variety of organizations across the globe. They
turn to People + Strategy for clear, actionable, and
thought-provoking articles on current topics.

Types of Submissions
Articles can take a number of forms, including frameworks for understanding and taking action on a topic,
presentation of research findings with interpretation,
case studies illustrating best practices, or essays
advocating new ways of thinking about an issue.

Submission Process
We encourage submissions of one-page proposals
and article ideas first to the editors prior to submitting the completed article. All proposals will be
reviewed by the editors and returned to the authors
with comments and recommendations. If accepted,
we will then guide you on the development of your
article. Final submissions will be reviewed by members of the journal's editorial review board. Criteria
for evaluation include significance of contribution to

Time Table and Submission Information

June 8, 2018: Feedback provided. We will indicate
if the article is accepted, and, if so, what revisions are
needed. We will work closely with you to shape and
revise your article to meet the final deadline.
July 14, 2018: Final articles due. All articles are due
in final edited form.

Review Process
Contributions will be reviewed by a committee,
and each paper will get at least two independent
reviews, based on criteria including relevance,
clarity, soundness and power of the arguments,
generality of results/claims, and novelty. Papers
will be accepted based on this criteria and space
availability. Accepted papers will be published in the
Summer 2018 issue of People + Strategy.

Copyright Policy
HR People + Strategy retains the copyright to all
material published in the People + Strategy journal.

VOLUME 41 | ISSUE 1 | WINTER 2018

47


http://www.hrps.org/PSJ

Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
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