Pamela Stambaugh

About Pamela Stambaugh

Pamela Stambaugh, MBA. Managing Partner, Harrison Assessment Talent Solutions. President, Founder, Accountability Pays. For 30 years Pamela has advised business leaders to improve performance, productivity and results, including five years as a Vistage Chair. Her specialties are team facilitation and employee engagement.

Failing’s Gotten a Bad Rap – Lighten up

From the time I was competing for spelling bees I’ve been afraid of failing.  Who isn’t afraid of something? Being the oldest of four children, I had plenty of opportunities to fail. I failed to keep my brother from hitting my sister, and when I called our parents to complain they blamed ME! I had [...]

A Chicken/Egg Leadership Recipe

Question: Which Should Come First, Being or Doing? Answer: Being. A leader’s greatest potential to contribute [to people they lead and their outcomes] is granted by followers who perceive a leader as “BEING leader.” Unlike the title “manager,” the title “Leader” is earned (over time), and determined (by people who WANT to follow that person). [...]

Accountability Pays Earns Certified Women Owned Business Designation

San Diego-based Accountability Pays has earned the Certified Women Owned Business designation. Accountability Pays provides coaching and leadership training for large and middle market companies nationwide. Led by President and Founder Pamela Stambaugh, Accountability Pays empowers HR leaders to make better people decisions by combining the exceptionally effective Harrison Assessments Talent Solutions® with targeted development [...]

You Might be Breaking the Law: The Problem with Using Personality Tests for Hiring

Is your pre-screening assessment introducing bias into your hiring process? Read this excerpt from our whitepaper to find out why you should rethink using a personality test for hiring. Obviously, employers have every right to attempt to determine if applicants are likely to perform well. According to some estimates in recent years, up to 70 [...]

Gaining Strategic Agility through Paradoxical Leadership

How do you lead with bold optimism while realistically recognizing and analyzing pitfalls… those you see and those you can’t lying around the next corner? How do you balance the authoritative and collaborative components of group decision making, or drive your team with warmth and empathy while enforcing deadlines and objectives? F. Scott Fitzgerald once [...]

Can Millennials be Managed toward their Highest Potential?

Prompted by the convergence of two trends in the workplace — 10,000 baby boomers a day retiring between now and 2030, and 8 million Millennials entering the workplace in the coming years the question we tackled was “How are corporations managing their talent pipelines and the career expectations of their employees?” From our survey of [...]

Why and How: Leader Vulnerability and Leader Transparency

Paradoxically, leader vulnerability is the access to real, authentic power, as scary as that thought is for leaders who have not tried it on. Being vulnerable happens when you are transparent; doing such things as telling it like it is even when the news is not pretty.  Even when the thought is terrifying.  Like admitting [...]

Responsibility without Authority Feeds the Drama Triangle

I've been there and maybe you have too — being held accountable for producing a result, then given people to work with who do not report to you. Hah! Good luck! In executive team building the drama triangle must be identified and squashed. Sometimes unwittingly the executive team and even a conscious leader can generate [...]

When did you Last Challenge your Core Assumptions?

This is a critical question that causes many companies — and individuals — to suffer unintended conseqences. SO many of our actions are based on faulty assumptions. You really can challenge your core assumptions effectively. I offer you the possibility that doing so will grant you humility and vulnerability that will make your life and [...]

Why are A-Players Fired? Why do they Leave Voluntarily?

Let’s say an employee — let’s call him John — takes initiative to advance the team’s efforts to reach a goal.  After much convincing he had team alignment, but his name was all over this project. His idea and its implementation fail.   Is his failure a good thing or a bad thing?   By what [...]