- An article discusses how engaging leadership is important for employee satisfaction and performance. It notes that engaged employees are more productive and key to a company's sustainability and profitability. The task of ensuring engagement falls to company leaders.
- Another article discusses the importance of developing a creative mindset in business. It notes that creativity involves thinking outside the box and viewing things from different perspectives. Creativity also relates to empathy and listening skills.
- A further article discusses how recent studies found that kindness is an essential trait of effective leaders. It defines kindness as the ability to empathize with others and consider how decisions affect people. Leaders with empathy are more likely to make effective decisions.
3040414 pmi conference slides april 22-530pm v5Emma Dyson
This document discusses leadership challenges during mergers and acquisitions. It begins with an overview of a case study on leading a merger of equals transaction. It then outlines the key competencies needed for leadership during an M&A, including visionary leadership, driving results, and relationship building. The document notes that leadership comes in different forms and is a collective effort. It highlights that M&As often destroy leadership continuity in target companies for many years after a deal. Effective leadership during an M&A requires understanding different stakeholder perspectives and communicating a clear vision of the combined organization's future value.
Serial entrepreneurs create multiple successful businesses that employ others. This document analyzes the traits of serial entrepreneurs in three areas: attitudes, behaviors, and professional skills. It finds that serial entrepreneurs highly value profit/usefulness (utilitarian attitude) and knowledge (theoretical attitude). Their behaviors include being very competitive, trusting, and rule-breaking. They exhibit above-average mastery in skills like leadership, goal-orientation, and persuasion. The document concludes that serial entrepreneurs have the right attributes and focus from a young age to succeed in building multiple businesses.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
The document discusses five core competencies of effective law firm leaders as identified by interviews with 31 successful law firm leaders:
1) Knowledge and skill mastery in their legal area of expertise to establish credibility with colleagues.
2) Openness to continuously learning and developing other leadership skills like strategic planning and decision making.
3) Effective communication and relationship building skills to gain trust and followership.
4) Mentorship skills to invest time helping others succeed beyond just succession planning.
5) Vision that emerges over time through a track record of good decisions and guiding the firm, not just a grand strategy. Developing these diverse competencies is important for aspiring and current law firm leaders.
Credit Suisse Whitepaper EntrepreneursKaren Morgan
This document summarizes research on entrepreneurs' experiences after exiting or selling their companies. It is based on interviews with 22 entrepreneurs who experienced a liquidity event of at least $10 million. Several common themes emerged: 1) Selling a company often represents a loss of identity and community for entrepreneurs; 2) Entrepreneurs measure success not just by financial rewards but by freedom and legacy; 3) Finding a new fulfilling activity or purpose is a key challenge after exiting; 4) Identifying the right wealth management strategy is difficult given entrepreneurs' preference for active investing. The document provides case studies of entrepreneurs who have transitioned in various ways, from starting new companies to pursuing philanthropy and public service.
The document provides guidance on developing an effective marketing strategy in three phases:
1) Market research to understand customer needs and how the company can best meet those needs.
2) Aligning the organization behind the marketing vision through changes to products, services, and operations.
3) Launching and executing marketing programs while continuously measuring results.
It emphasizes the importance of the CMO understanding business fundamentals and driving alignment across departments to spur growth. An effective CMO leads market research, translates strategy into an action plan, and ensures marketing is measured and contributes to profitability.
- An article discusses how engaging leadership is important for employee satisfaction and performance. It notes that engaged employees are more productive and key to a company's sustainability and profitability. The task of ensuring engagement falls to company leaders.
- Another article discusses the importance of developing a creative mindset in business. It notes that creativity involves thinking outside the box and viewing things from different perspectives. Creativity also relates to empathy and listening skills.
- A further article discusses how recent studies found that kindness is an essential trait of effective leaders. It defines kindness as the ability to empathize with others and consider how decisions affect people. Leaders with empathy are more likely to make effective decisions.
3040414 pmi conference slides april 22-530pm v5Emma Dyson
This document discusses leadership challenges during mergers and acquisitions. It begins with an overview of a case study on leading a merger of equals transaction. It then outlines the key competencies needed for leadership during an M&A, including visionary leadership, driving results, and relationship building. The document notes that leadership comes in different forms and is a collective effort. It highlights that M&As often destroy leadership continuity in target companies for many years after a deal. Effective leadership during an M&A requires understanding different stakeholder perspectives and communicating a clear vision of the combined organization's future value.
Serial entrepreneurs create multiple successful businesses that employ others. This document analyzes the traits of serial entrepreneurs in three areas: attitudes, behaviors, and professional skills. It finds that serial entrepreneurs highly value profit/usefulness (utilitarian attitude) and knowledge (theoretical attitude). Their behaviors include being very competitive, trusting, and rule-breaking. They exhibit above-average mastery in skills like leadership, goal-orientation, and persuasion. The document concludes that serial entrepreneurs have the right attributes and focus from a young age to succeed in building multiple businesses.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
The document discusses five core competencies of effective law firm leaders as identified by interviews with 31 successful law firm leaders:
1) Knowledge and skill mastery in their legal area of expertise to establish credibility with colleagues.
2) Openness to continuously learning and developing other leadership skills like strategic planning and decision making.
3) Effective communication and relationship building skills to gain trust and followership.
4) Mentorship skills to invest time helping others succeed beyond just succession planning.
5) Vision that emerges over time through a track record of good decisions and guiding the firm, not just a grand strategy. Developing these diverse competencies is important for aspiring and current law firm leaders.
Credit Suisse Whitepaper EntrepreneursKaren Morgan
This document summarizes research on entrepreneurs' experiences after exiting or selling their companies. It is based on interviews with 22 entrepreneurs who experienced a liquidity event of at least $10 million. Several common themes emerged: 1) Selling a company often represents a loss of identity and community for entrepreneurs; 2) Entrepreneurs measure success not just by financial rewards but by freedom and legacy; 3) Finding a new fulfilling activity or purpose is a key challenge after exiting; 4) Identifying the right wealth management strategy is difficult given entrepreneurs' preference for active investing. The document provides case studies of entrepreneurs who have transitioned in various ways, from starting new companies to pursuing philanthropy and public service.
The document provides guidance on developing an effective marketing strategy in three phases:
1) Market research to understand customer needs and how the company can best meet those needs.
2) Aligning the organization behind the marketing vision through changes to products, services, and operations.
3) Launching and executing marketing programs while continuously measuring results.
It emphasizes the importance of the CMO understanding business fundamentals and driving alignment across departments to spur growth. An effective CMO leads market research, translates strategy into an action plan, and ensures marketing is measured and contributes to profitability.
Startup | the impact of CEOs achieving superstar status on the performance of...Massimiliano Caruso
If you're a Chief Executive Officer, your job is to execute. What does it mean, in terms of daily tasks, to be the company’s top “executer”?
Many of the companies that surmount the challenges of growth have maintained attitudes most commonly found in young companies. What is the “FOUNDER’S MENTALITY”?
In sports, the “Sports Illustrated Jinx” is believed to affect athletes who appear on the cover of Sports Illustrated and in the entertainment industry, the term “Sophomore Jinx” refers to successful new performers who do not live up to the quality of their debuts. What is the “CEO Disease” and how is it related to CEOs achieving the SUPERSTAR STATUS?
1. Successful entrepreneurs have certain key traits like leadership skills, motivation, persistence, and the ability to build strong teams.
2. The entrepreneurial process is driven by opportunities that the lead entrepreneur and their team work to capture through strategic planning, networking, and effective resource management.
3. Building a high-growth company requires strong leadership, a complementary team, securing funding, and controlling resources to pursue opportunities others may miss. Most highly successful ventures are able to scale rapidly.
Why great leaders have a coach behind them Ray Williams
- Great leaders often fail due to unchecked egos and lack of self-awareness rather than lack of competence or skills
- Two-thirds of CEOs do not receive coaching, which can help enhance performance like athletes use coaches
- Coaching helps leaders develop soft skills like empathy, developing others, and commitment to social good
- An external coach can provide honest feedback to build self-awareness and help leaders overcome blind spots
Thinking big ernst_and_young_entrepreneurial_winning_women_think_big_impact_s...Yvonne Maier
The document discusses the Ernst & Young Entrepreneurial Winning Women program, which aims to help women-owned businesses scale up and accelerate their growth. It summarizes that businesses owned by women grow 49% in revenue and 26% in jobs on average since joining the program. The program addresses the "missing middle" for women entrepreneurs between starting a business and going public, and helps participants think big, build their profile, work on rather than in their business, establish advisory networks, and evaluate financing options.
In this issue, “The 10 Best Performing Leaders to Watch”, we’ve depicted the successful journey of some excellent leaders from diverse backgrounds that have made differences in their particular fields with their unparalleled expertise.
1) The document discusses strategies for harnessing female talent in organizations. It notes that traditional talent management systems are not advancing women into leadership positions.
2) It recommends that companies recognize women as a strategic resource and address unconscious biases that impact women's career trajectories. Senior leaders must become champions for advancing women.
3) Companies that overhaul their approaches to gender diversity and inclusion through clear leadership vision, modeling inclusive behaviors, and holding leaders accountable can realize increased profits by better utilizing their entire workforce.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
This document discusses office politics and provides advice on how to navigate them effectively. It acknowledges that politics are natural and unavoidable in organizations where people have different interests and goals. It argues that politics themselves are neither good nor bad, but how they are implemented can be good or bad. The document provides tips on developing "political intelligence" to better understand sources of power within an organization and build relationships. It emphasizes using one's power to advance the business rather than harm others. The overall message is that while office politics may be annoying, learning to participate effectively can help one achieve goals and get things done.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
Some dreams are just too good to pass upJerry Hartman
1) Michael, a contractor with 40 years of experience, is contemplating starting a new business to mentor others after past failures. He is meeting with a friend Jay who wants to start his own business.
2) Michael is unsure how to apply modern management techniques as a small business owner. He realizes the high failure rate of remodeling businesses and wants to learn from past mistakes.
3) The document discusses that having a written business plan is essential to avoid common small business pitfalls. It provides an overview of the necessary components of an effective business plan, including market research, financial projections, and clearly defining the business concept.
The document summarizes a study conducted by Bridgespan Group to identify factors that contribute to growth in youth-serving nonprofits. The study found that growth is driven by four pillars: (1) preparing systematically for growth through strategic planning and capability building, (2) demonstrating clear programmatic results and impact, (3) purposefully marketing to specific funders by tailoring messaging and metrics, and (4) actively engaging boards by leveraging their time, expertise, and financial resources. While these pillars seem straightforward, the leaders interviewed noted that successfully executing them in a way that leads to sustainable growth is challenging.
CEO reputation is found to be a fundamental driver of corporate reputation according to Weber Shandwick's research. The survey of over 1,700 executives from companies with over $500 million in revenue across 19 countries found that executives attribute nearly half (45%) of their company's reputation and market value (44%) to their CEO's reputation. Strong CEO reputation provides significant benefits like attracting investors (87%) and positive media attention (83%). It also helps attract and retain employees, with 50% of executives saying the CEO's reputation impacted their decision to join the company and 58% saying it keeps them there.
This document discusses whether entrepreneurs are born or made. It presents perspectives from several individuals. Jamal Edwards believes entrepreneurs are 95% made through life experiences. Moira Vetter disagrees and provides examples of young child entrepreneurs to argue people are born with entrepreneurial abilities. However, Doug Richards rejects the idea that entrepreneurs are born, saying that view is limiting and it is possible for anyone to gain entrepreneurial skills and confidence through learning and experience. The document discusses different views on the nature versus nurture aspects of entrepreneurship without reaching a definite conclusion.
Dr. G. Richard Patton is the featured speaker. He has been a faculty member at the University of Pittsburgh's Katz Graduate School of Business since 1976, where he teaches courses in entrepreneurship, innovation, and strategic management. He was also the president and CEO of an investment fund that specialized in early stage venture capital investments. The presentation overview includes topics on entrepreneurship, innovation, strategic management, and examples from companies like Google and GE. It discusses the importance of innovation, different types of innovation, traits of successful innovators, and building a systematic innovation capability in organizations.
[Infographic Korea Edition] The CEO Reputation Premium - Weber ShandwickWeber Shandwick Korea
This document discusses the importance of CEO reputation for corporate reputation and market value. Some key points:
- South Korean executives attribute around half of their company's market value and reputation to their CEO's reputation.
- CEO visibility can improve corporate reputation, but it also carries risks of harming reputation if not handled with care.
- Most South Korean executives believe CEOs should engage externally through activities like speaking at events, sharing insights publicly, and holding community leadership positions. However, taking public political stances is seen as more inappropriate.
- A strong CEO reputation influences employee decisions to join and remain at a company according to South Korean executives. It also affords crisis protection and attracts investors.
Humanity Means Business: Why Culture Eats Strategy for BreakfastQualtrics
China will share personal observations from her experience as a CEO/President and as a corporate board member on the ROI of creating a more human workplace culture. Despite popular attention being paid in the business media about the importance of “engagement,” progress has been minimal in the big picture. She’ll share mounting evidence that a tipping point in favor of humanity in the workplace is close at hand. You’ll be interested to learn about the positive evidence showing that organizations that embrace their humanity are outperforming their competitors.
The document discusses seven traits of Nigerian intrapreneurs that were identified based on a study of 20 professionals in Lagos: enthusiastic, supportive, inspiring, audacious, futuristic, coordinating, and making the workplace better. It also discusses what these professionals want from their employers, which includes a favorable innovation climate, technical excellence incentives, motivation, emotional balance, participative decision-making, appreciation, and recognition for their work. Finally, it outlines some of the biggest corporate blocks to innovation, such as silo mentality and risk aversion, and argues that Nigerian companies need to foster internal entrepreneurial programs to compete in a faster, more innovative manner and benefit from intrapreneurship.
This document discusses the importance of strong character and ethics in leadership. It argues that character, defined as an individual's moral qualities, is the most inspiring trait in a leader. The core attributes that make up good leadership character are integrity, authenticity, the ability to listen, having a positive tone and outlook, emotional intelligence, confidence, and sharing a vision. For organizations to foster an ethical culture, leaders must think beyond short-term profits, address unethical behaviors promptly, and promote values of respect, honesty and integrity through their words and actions to encourage ethical decision-making.
Startup | the impact of CEOs achieving superstar status on the performance of...Massimiliano Caruso
If you're a Chief Executive Officer, your job is to execute. What does it mean, in terms of daily tasks, to be the company’s top “executer”?
Many of the companies that surmount the challenges of growth have maintained attitudes most commonly found in young companies. What is the “FOUNDER’S MENTALITY”?
In sports, the “Sports Illustrated Jinx” is believed to affect athletes who appear on the cover of Sports Illustrated and in the entertainment industry, the term “Sophomore Jinx” refers to successful new performers who do not live up to the quality of their debuts. What is the “CEO Disease” and how is it related to CEOs achieving the SUPERSTAR STATUS?
1. Successful entrepreneurs have certain key traits like leadership skills, motivation, persistence, and the ability to build strong teams.
2. The entrepreneurial process is driven by opportunities that the lead entrepreneur and their team work to capture through strategic planning, networking, and effective resource management.
3. Building a high-growth company requires strong leadership, a complementary team, securing funding, and controlling resources to pursue opportunities others may miss. Most highly successful ventures are able to scale rapidly.
Why great leaders have a coach behind them Ray Williams
- Great leaders often fail due to unchecked egos and lack of self-awareness rather than lack of competence or skills
- Two-thirds of CEOs do not receive coaching, which can help enhance performance like athletes use coaches
- Coaching helps leaders develop soft skills like empathy, developing others, and commitment to social good
- An external coach can provide honest feedback to build self-awareness and help leaders overcome blind spots
Thinking big ernst_and_young_entrepreneurial_winning_women_think_big_impact_s...Yvonne Maier
The document discusses the Ernst & Young Entrepreneurial Winning Women program, which aims to help women-owned businesses scale up and accelerate their growth. It summarizes that businesses owned by women grow 49% in revenue and 26% in jobs on average since joining the program. The program addresses the "missing middle" for women entrepreneurs between starting a business and going public, and helps participants think big, build their profile, work on rather than in their business, establish advisory networks, and evaluate financing options.
In this issue, “The 10 Best Performing Leaders to Watch”, we’ve depicted the successful journey of some excellent leaders from diverse backgrounds that have made differences in their particular fields with their unparalleled expertise.
1) The document discusses strategies for harnessing female talent in organizations. It notes that traditional talent management systems are not advancing women into leadership positions.
2) It recommends that companies recognize women as a strategic resource and address unconscious biases that impact women's career trajectories. Senior leaders must become champions for advancing women.
3) Companies that overhaul their approaches to gender diversity and inclusion through clear leadership vision, modeling inclusive behaviors, and holding leaders accountable can realize increased profits by better utilizing their entire workforce.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
This document discusses office politics and provides advice on how to navigate them effectively. It acknowledges that politics are natural and unavoidable in organizations where people have different interests and goals. It argues that politics themselves are neither good nor bad, but how they are implemented can be good or bad. The document provides tips on developing "political intelligence" to better understand sources of power within an organization and build relationships. It emphasizes using one's power to advance the business rather than harm others. The overall message is that while office politics may be annoying, learning to participate effectively can help one achieve goals and get things done.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
Some dreams are just too good to pass upJerry Hartman
1) Michael, a contractor with 40 years of experience, is contemplating starting a new business to mentor others after past failures. He is meeting with a friend Jay who wants to start his own business.
2) Michael is unsure how to apply modern management techniques as a small business owner. He realizes the high failure rate of remodeling businesses and wants to learn from past mistakes.
3) The document discusses that having a written business plan is essential to avoid common small business pitfalls. It provides an overview of the necessary components of an effective business plan, including market research, financial projections, and clearly defining the business concept.
The document summarizes a study conducted by Bridgespan Group to identify factors that contribute to growth in youth-serving nonprofits. The study found that growth is driven by four pillars: (1) preparing systematically for growth through strategic planning and capability building, (2) demonstrating clear programmatic results and impact, (3) purposefully marketing to specific funders by tailoring messaging and metrics, and (4) actively engaging boards by leveraging their time, expertise, and financial resources. While these pillars seem straightforward, the leaders interviewed noted that successfully executing them in a way that leads to sustainable growth is challenging.
CEO reputation is found to be a fundamental driver of corporate reputation according to Weber Shandwick's research. The survey of over 1,700 executives from companies with over $500 million in revenue across 19 countries found that executives attribute nearly half (45%) of their company's reputation and market value (44%) to their CEO's reputation. Strong CEO reputation provides significant benefits like attracting investors (87%) and positive media attention (83%). It also helps attract and retain employees, with 50% of executives saying the CEO's reputation impacted their decision to join the company and 58% saying it keeps them there.
This document discusses whether entrepreneurs are born or made. It presents perspectives from several individuals. Jamal Edwards believes entrepreneurs are 95% made through life experiences. Moira Vetter disagrees and provides examples of young child entrepreneurs to argue people are born with entrepreneurial abilities. However, Doug Richards rejects the idea that entrepreneurs are born, saying that view is limiting and it is possible for anyone to gain entrepreneurial skills and confidence through learning and experience. The document discusses different views on the nature versus nurture aspects of entrepreneurship without reaching a definite conclusion.
Dr. G. Richard Patton is the featured speaker. He has been a faculty member at the University of Pittsburgh's Katz Graduate School of Business since 1976, where he teaches courses in entrepreneurship, innovation, and strategic management. He was also the president and CEO of an investment fund that specialized in early stage venture capital investments. The presentation overview includes topics on entrepreneurship, innovation, strategic management, and examples from companies like Google and GE. It discusses the importance of innovation, different types of innovation, traits of successful innovators, and building a systematic innovation capability in organizations.
[Infographic Korea Edition] The CEO Reputation Premium - Weber ShandwickWeber Shandwick Korea
This document discusses the importance of CEO reputation for corporate reputation and market value. Some key points:
- South Korean executives attribute around half of their company's market value and reputation to their CEO's reputation.
- CEO visibility can improve corporate reputation, but it also carries risks of harming reputation if not handled with care.
- Most South Korean executives believe CEOs should engage externally through activities like speaking at events, sharing insights publicly, and holding community leadership positions. However, taking public political stances is seen as more inappropriate.
- A strong CEO reputation influences employee decisions to join and remain at a company according to South Korean executives. It also affords crisis protection and attracts investors.
Humanity Means Business: Why Culture Eats Strategy for BreakfastQualtrics
China will share personal observations from her experience as a CEO/President and as a corporate board member on the ROI of creating a more human workplace culture. Despite popular attention being paid in the business media about the importance of “engagement,” progress has been minimal in the big picture. She’ll share mounting evidence that a tipping point in favor of humanity in the workplace is close at hand. You’ll be interested to learn about the positive evidence showing that organizations that embrace their humanity are outperforming their competitors.
The document discusses seven traits of Nigerian intrapreneurs that were identified based on a study of 20 professionals in Lagos: enthusiastic, supportive, inspiring, audacious, futuristic, coordinating, and making the workplace better. It also discusses what these professionals want from their employers, which includes a favorable innovation climate, technical excellence incentives, motivation, emotional balance, participative decision-making, appreciation, and recognition for their work. Finally, it outlines some of the biggest corporate blocks to innovation, such as silo mentality and risk aversion, and argues that Nigerian companies need to foster internal entrepreneurial programs to compete in a faster, more innovative manner and benefit from intrapreneurship.
This document discusses the importance of strong character and ethics in leadership. It argues that character, defined as an individual's moral qualities, is the most inspiring trait in a leader. The core attributes that make up good leadership character are integrity, authenticity, the ability to listen, having a positive tone and outlook, emotional intelligence, confidence, and sharing a vision. For organizations to foster an ethical culture, leaders must think beyond short-term profits, address unethical behaviors promptly, and promote values of respect, honesty and integrity through their words and actions to encourage ethical decision-making.
Effective communication is essential for organizational success. Communication allows for the exchange of information between individuals and helps coordinate work. Barriers like selective perception and defensiveness can interfere with communication. Informal networks also facilitate information sharing. Modern technologies have revolutionized workplace communication through tools like email and telecommuting. However, remote work can lead to social isolation. Overall, communication is key for managing employees, promoting understanding, and achieving organizational goals.
The document discusses an incentive compensation program for healthcare professionals. The program aims to measure and motivate improved performance and care quality by decreasing errors. Healthcare professionals receive incentives based on good medical outcomes and exceptional performance. The program is effective because it improves retention and attracts new professionals, making staff feel satisfied and valued in their work.
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
The American Society for Human Resources Management (SHRM) has identified employee engagement – inspiring and motivating people to excel at work – as the biggest challenge faced by its individual and company members. The traditional response of most organization leaders has been to throw money at the problem. In this executive brief, the author draws from his own wealth of leadership experience, and from the findings of numerous specialists in the field of leadership development and employee engagement, to offer a more compelling and effective alternative.
4 Reasons CEOs Struggle to Align Employee Goals to Corporate StrategyKhorus
As CEO, your job is to ensure your company is profitable. If your employees aren’t sure how their job contributes to that purpose, you might be fighting an uphill battle. Getting your employees on the same page with the executive team starts with recognizing where the breakdown is occurring. As they say, the first step to recovery is admitting there is a problem.
One of the most revealing metrics in determining if your employees understand their purpose is if they can answer the simple question, “What is it you do every day and how does that affect why we exist?” If not, it’s likely due to a lack of communication from the top down – that means you. This eBook can serve as a wakeup call for any CEO wondering how they can get the most out of their employees and ensure everyone is working towards the corporate vision.
This document discusses measuring leadership in companies. It makes the following key points:
1) While companies closely track metrics like finances, quality, and surveys, few directly measure if they have the right leaders now and for the future. Developing leaders is important but difficult to measure precisely.
2) Top companies take a holistic approach to leadership measurement, gathering data to provide insights for human resources, business leaders, people managers, and potential leaders themselves.
3) Examples of companies like Cummins use frameworks to rigorously assess employees' performance and potential, focusing on specific leadership attributes needed for business goals. Surveys also give feedback to better develop individual potential leaders.
This document provides a summary of leadership and management styles. It begins by defining the differences between leadership and management, noting that leaders focus on vision and innovation while managers focus on carrying out plans and maintaining structure. It then discusses popular leadership styles like visionary and management styles like participative. The document also addresses the importance of relationships between managers and employees, emphasizing the need for clear boundaries and avoiding favoritism to maintain a productive work environment.
1.April McintireTuesday Nov 5 at 802amManage Discussion Ent.docxjeremylockett77
1.
April Mcintire
Tuesday Nov 5 at 8:02am
Manage Discussion Entry
Corporate managers have a responsibility to act in the best interest of the company over the long term. One of the characteristics of a corporation is that its existence is not tied to a specific owner or partner and it should continue to operate past any one manager or CEO. A corporation’s current stock value can fluctuate a great deal from day to day for a number of reasons. News reports related to political issues, actions by foreign governments, sales forecasts, and predictions of production costs or prices can all have a significant effect on the current stock price of a company. The stock price may not be an accurate representation of the company’s long term profitability or actual performance. A large component of the market value is analysts’ expectations of the company’s cash flows and performance, not necessarily the actual performance. Manager’s primary focus should be on creating and maximizing wealth for the shareholders of the corporation (Byrd, Hickman, McPerson, 2013). Their goal should be creating that wealth in the long term with real revenues and profits, not attempting to reach a short term stock price. A focus on the short term and stock prices can lead to unethical business decisions and a distorted account of the company’s performance. An emphasis on the market price can decrease shareholder value, create misguided incentives for managers, and generate dishonesty in executives (Denning, 2011). A strategy that emphasizes long term profitability and growth is in the best interest of shareholders, executives, and customers.
References
Byrd, J., Hickman, K., & McPherson, M. (2013). Managerial finance [Electronic version]. Retrieved from
https://content.ashford.edu/ (Links to an external site.)
Denning, S. (2011, Nov.). The dumbest idea in the world: maximizing shareholder value. Forbes. Retrieved from
https://www.forbes.com/sites/stevedenning/2011/11/28/maximizing-shareholder-value-the-dumbest- (Links to an external site.)
idea-in-the-world/#cefda8d22870
2. Cynthia Lee
This is an interesting discussion post for me. In a hospital setting, long term goals are so vital to sustainability, as billing for procedures and reimbursement take a few months to get on the books. So for my current state, I would say short term profit are important to keep at the forefront, but to not get discouraged if the value drops for a timeframe as you can forecast what should be coming in. Personally it seems that the short term feeds into the success of the long term. Short term goals allow me to adjust quicker in order to help save the bottom line of a long term goal. Our organization is switching from a normal budget to a real time financial planning. This is in hopes to make decisions that affect the now, in a timely fashion, before it negatively affects the long term goals. This is our first quarter of such a program, so we shall see how this new st ...
1) CEOs face immense pressure from changes in business conditions, stakeholder expectations, and increased competition. To succeed, CEOs must develop both technical skills as well as skills to build resilient organizations, including talent management, leadership development, and shaping corporate culture.
2) The best leaders have high emotional intelligence - they can tolerate ambiguity, show empathy, confidence, composure, energy, and adaptability. These soft skills are just as important as technical skills for success.
3) CHROs can be a key ally for CEOs. With their understanding of leadership, talent, and culture, CHROs can provide crucial insights to help CEOs implement strategies effectively and navigate the loneliness and demands of the
This document discusses the characteristics and mindset of successful entrepreneurs. It notes that many entrepreneurs venture into multiple businesses to earn profits. Experts have found that those who think like entrepreneurs have a high chance of business success. The document also discusses personal traits like leadership, decisiveness, and competitiveness that are important for entrepreneurs. It emphasizes that having an entrepreneurial mindset is key to being a successful entrepreneur even if you have a job working for someone else. Developing this mindset through learning can help one succeed in business.
Seven stages of organizational and leadership developmentBarrett Academy
The document outlines Richard Barrett's model of the seven stages of organizational development. It begins by discussing Abraham Maslow's hierarchy of needs theory and how Barrett expanded on this model for organizational development. Barrett's model includes seven stages that organizations progress through as they mature: viability, relationships, performance, evolution, alignment, collaboration, and contribution. Each stage has a different focus area and presents new challenges for organizations and their leaders to master in order to continue evolving. The document provides descriptions of each stage's focus, challenges that can arise if stagnation occurs, and the mindsets required of leaders at each level for continued success.
This document discusses best practices for talent management. It provides 9 key practices: 1) Align talent strategy with business strategy; 2) Move talent managers from advisors to owners of the process; 3) Use success profiles to define needed skills; 4) Manage the entire talent pipeline, not just senior leaders; 5) Focus development resources on high potentials, not equal distribution; 6) Distinguish potential, performance, and readiness; 7) Focus on placing the right people in jobs; 8) Emphasis the "how" of execution over programs/tools; 9) Software supports but does not replace talent management.
The document outlines 5 steps for using the HelpWriting.net website to get assistance with writing assignments: 1) create an account, 2) complete an order form providing instructions and deadlines, 3) review bids from writers and select one to complete the assignment, 4) review the completed paper and authorize payment, and 5) request revisions to ensure satisfaction with the final product. The website promises original, high-quality content and refunds for plagiarized work.
Management by Objectives (MBO) is a process where employees participate with management in setting goals and objectives. It involves one-on-one negotiation sessions between supervisors and subordinates to concrete goals for employee performance. Goals are then reviewed after an established period, typically 6 months or a year. While MBO aims to emphasize quantifiable performance, qualitative aspects may be overlooked. Personality conflicts and competitiveness can also undermine goal setting. For MBO to be successful, a high level of trust and support is needed between supervisors and subordinates.
Emotional Intelligence And Effective LeadershipMonica Turner
Emotional intelligence involves the ability to perceive, understand, manage and use emotions. It is an important factor in leadership success as emotionally intelligent leaders can persuade employees without causing harm. Caroline is a long-time employee who is moody and sometimes rude, hinting at retirement but still enjoying her work. Emotional intelligence helps individuals achieve job satisfaction by controlling emotions, and skills such as self-awareness and relationship management can be developed to benefit personal and professional success. While cognitive intelligence is also important, research shows emotional intelligence is a stronger predictor of job performance.
Leaders do not naturally improve with age and experience alone. Less than 1% of corporate learning budgets are spent on developing executives, despite research showing leadership development is a top priority. While leaders need skills in many areas, surveys show their key challenges relate to strategic skills like setting strategy, communicating it, and ensuring alignment. Coaching can help leaders improve strategic skills through reflection, feedback, and deliberate practice of new ideas, helping businesses to improve.
This document is an image file that appears to be a photograph from a conference or event focused on women in business. The image shows several women seated at a table listening to a speaker and appears to document a discussion around topics related to entrepreneurship and business ownership for women.
This document is an image file that appears to be a photograph from a conference or event focused on women in business. The image shows several women seated at a table listening to a speaker and appears to document a discussion around topics related to entrepreneurship and business ownership for women.
Effective leaders inspire and motivate their team members to achieve goals. They communicate a vision, listen to different perspectives, and empower others to take ownership and make decisions. Good leaders also lead by example through hard work, integrity, and treating all people with respect.
Learning the three roast levels of coffee emile haddad seattleEmile Haddad
Coffee is considered one of the most popular drinks in the world. This is entirely understandable; the beverage’s rich, dark, and flavorful taste keeps people energized for several hours in a day. And such feeling associated with coffee is related to its roast level. Below are three main coffee roast levels. https://sites.google.com/site/emilehaddadseattle/blog/learning-the-three-roast-levels-of-coffee
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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Emile Haddad Seattle
Engaging Leadership: Getting
Everyone Involved
September 20, 2016 EI business, engagement, leadership
An unfortunate reality in the American workplace is that more than half of employees are unsatisfied
at work. Research conducted by Gallup Poll finds that this dissatisfaction stems from workers’ feelings
of disconnect with their jobs. This feeling costs US companies an estimated $450 billion every year.
Extensive psychological studies have shown that engagement, in all levels of the organization, is a key
driver of individual performance. Engaged employees exhibit enthusiasm and positive attitudes at
work. They are also logically more productive, and are key drivers of sustainability and profitability of
the company.
Image source: gsb.stanford.edu
The task of ensuring employee engagement falls primarily on company leaders. They focus on getting
every team member involved, strengthening their capabilities, and guiding them into accomplishing
their individual roles.
When employees thirst for responsibilities, but are given what they perceive as tasks for which they
are overqualified, it is easy for them to be disengaged and underperform. Leaders should address and
correct such perceptions.
While successful, engaging leaders practice varying styles and expertise, they manifest common
characteristics such as emotional stability, ambition, and, most importantly, altruism. Interpersonal
sensitivity allows leaders to be sociable and communicative with their members.
Seattle-based Emile Haddad previously worked in the architecture field but transitioned into becoming
one of the city’s most trusted business coaches. He is a principal consultant at Catalyst Business
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Coaching and Consulting, LLC, providing clients with the knowledge and skills for entrepreneurial
success. Visit this blog for more articles on leadership and business.
Building a More Creative
Business Mindset
July 28, 2016 EI business mindset, creative business mindset, creative mindset
Financial and business education extends beyond mere mathematics. Analysts are discovering the
importance of mindset in achieving economic success. Successful entrepreneurs are the ones who
can seamlessly blend analytics with positive ideations. One important mindset is learning to be
creative. This is defined as the ability to think constantly outside of the box and view things from
di erent perspectives.
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Image Source: YouTube.com
Businesses are now likened to an entire ecosphere unto itself. That is, a delicate balance must be
maintained to achieve fulfilment. Too much rigidity (i.e. the close following of rules and basing all
decisions on historical data) causes stagnation. Businesses do not thrive because they are continually
following an old method. Success varies. Some groups maintain a good steady income but cannot
hope for anything further. On the other hand, too much freedom or chaos undermines authority.
Businesses that allow employees a full range of anything o en see themselves going under in a few
months.
Image Source: LinkedIn.com
However, balance can be found when top executives are creative. They understand the need for this
balance and create designs to further this goal. Building this mindset is a skill and is honed through
constant practice and research. Essentially it would require having excellent interpersonal skills;
listening to other people and filtering suggestions to see which ones can potentially benefit the
company. Creativity, it has been studied, is also related to empathy and listening skills.
Another good suggestion is undergoing business career coaching to learn step-by-step how to become
more creative. It is a misnomer that one has to be born with this. It can be learned e ectively.
Emile Haddad of Seattle is a business coach and consultant. His focus is helping entrepreneurs with their
bottom line through simple yet e ective learning plans. To learn more, like this Facebook page.
Leadership Can be Kind, Says Studies
July 7, 2016 Uncategorized leadership characteristics, leadership traits, traits of a good
leader
Business consultants are now analyzing a fundamental belief regarding leadership. For the most part
in the 20th century, leadership was synonymous to a mild form of cut-throat attitude: Its agenda was
always financial while individual welfare became secondary. Gentler emotions such as empathy or
kindness have been downplayed by literature on e ective leadership.
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New evidence suggest that kindness is an essential trait of any e ective leader. Researchers from
various fields have studied recognized leaders in di erent domains and determined traits similar
among them, the starkest of which is kindness.
Image Source: forbes.com
Researchers defined kindness as the ability to empathize with co-workers, colleagues within the
ranks, and subordinates, with the e ect of having crucial business decisions take into account how
they will a ect other people. This is not to say that logic and other forms of rational thinking are
disregarded; the results merely show that there are no patterns a propos important business
decisions. Every decision is made with potential financial and emotional repercussions in mind.
Individuals who have empathy deeply ingrained in their decision-making process are more likely to
become e ective leaders. Financial analysts suggest that a basic understanding of human psychology
– kindness again being defined here as the ability to empathize – has a direct correlation with
economic success. Leaders can then use this to predict outcomes, a crucial skill for handling
challenges and developing contingencies.
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Image Source: linkedin.com
Image Source: hu ingtonpost.com
These surveys conclude that kindness is a skill that can be developed and honed. This suggests that
those in upper management should carefully consider including a module on developing kindness in
their leadership trainings.
Emile Haddad, a Seattle-based business consultant, is sought out for his practical and e ective training
programs. Learn more leadership insights by liking this Facebook profile.
Three Things to Remember when
Asking for a Pay Raise
June 15, 2016 Uncategorized asking for a raise, asking for pay increase, how to ask for a
raise
Every employee has the right to ask for a pay raise. This is a skill that should not be ignored or avoided
for fear of assertion being misinterpreted. One must recognize that many companies do not regularly
increase the salary of their employees on a regular basis. Usually a specific event is brought to the
attention of management, which either forces or encourages executives to assign salary incentives.
But the safest and most controllable means to get an increase is to ask for it. There are three strategies
to consider:
Consider the timing: Each company has its own set of rules. Employees should be sensitive to the
politics of rewards and increases. Some companies prefer starting the year with a new budget, while
others wait for the end of the financial quarter.
Consider the executive: Pay raises are also
dependent on who is giving them, and how they are
approached. Some executives prefer employees who
directly state their intentions, others may need a little
back and forth and some negotiations. An employee
should then compile all deliverables best as possible,
as this would be used to justify the request. Raises
should be indicative of the individual output a specific
employee has given.
Consider negotiation: Executives and the employee
should reach a compromise, in the event that an initial
figure for the raise is found insu icient. Employees
should never be embarrassed about money or
negotiating; these are relevant issues that need to be
discussed. Personal feelings should not come into play
here.
Employees should consider seeking the advice of a trained business consultant so that they can
practice their negotiation and communication skills.
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Image Source: sheknows.com
Emile Haddad, a Seattle-based business
consultant, emphasizes the need for proper
communication across all company channels
for financial success. Learn more of his
insights by liking this blog.
Good Leadership: Ways Emotional
Intelligence Aids Effective Decision-
Making
May 22, 2016 EI EI, emotional intelligence, leadership
Image source: diamantvoyance.fr
Many leaders act on or decide upon something based on what they feel at a certain moment, which
eventually leads to poor decision making. According to recent studies, the secret to pursuing smart
decisions could lie in emotional intelligence.
According to Psychology Today, emotional intelligence is the ability to control and identify emotions,
and applying that ability to given tasks.
In an experiment, researchers found that anxiety’s e ect on a decision that involves risk-taking seems
to be blocked in people who have high emotional intelligence. The people who have low emotional
intelligence had their anxiety influence their decisions.
According to researchers, emotional intelligence can help an individual separate emotions and
unrelated decisions. EI is not just about managing negative emotions (stress, sadness), but also the
good ones.
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Image source: medicaldaily.com
Emotional intelligence should be in the center of business and leadership applications. While this is
sometimes ignored, it plays an integral role on how a business or a project will succeed. Leaders
should not allow emotions to a ect their decision making, and they must not lean towards “a ect-
driven” biases. They must also train or help their subordinates to get rid of a ect-driven bias so they
themselves can make better personal or work-related decisions.
Emile Haddad is a Seattle-based consultant who works with company leaders and team members on
how to manage life in and beyond the four walls of the o ice. Learn more about e ective business
leadership and other similar issues by visiting this blog.