This is an outstanding book on People Process especially getting people on board . Whether you are the Chairman , MD , CEO , CFO , HR head or a functional head one of the key and critical accountability is to get the right people on the bus and into the key seats. Anyone who strives to lead from the Good to Great would do well to grow by delving into Claudio’s work, for he is a true master. He gives a brilliant perspective into the fourth era of people decisions for all organizations striving to keep pace with this rapidly changing, increasingly complex world.
As per Daniel Goleman – Emotional Intelligence – “ People decisions are some of the most difficult, yet most consequential choices managers/leaders make. It is not the How or the what but the who has engaging, practical, and evidence based wisdom that will help anyone with this essential task. Claudio offers up a rich collection of penetrating insights . The book offers every Manager / Leader sound direction on what to do Monday morning .
An excellent book on how to execute on great people decisions- extremely relevant for thoughtful executives – “ Hire for Potential & Just not experience “
Finally , a focus on hiring for insatiable curiosity and the insight to see connections, all to achieve collective greatness.
Happy Reading
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
Columbus 2020 Investor Update | April 2018 | Tom PetersOne Columbus
Tom Peters, author of The Excellence Dividend: Meeting the Tech Tide with Work That Wows and Jobs That Last, shared insights from his book and how they be applied in the Columbus Region.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
Columbus 2020 Investor Update | April 2018 | Tom PetersOne Columbus
Tom Peters, author of The Excellence Dividend: Meeting the Tech Tide with Work That Wows and Jobs That Last, shared insights from his book and how they be applied in the Columbus Region.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
“ The Attacker’s Advantage” . This book is very contextual to the current environment and our preparation and transition to new Leadership Traits and dress for the future.
Strategists often see their road as a straight one with obstacles on the horizon to be dealt with as they appear. Author Ram Charan cautions that the real obstacles are much closer. Just around every corner lurk outliers, competitors, consumers, other industries and government policies that can quickly upset the apple cart.
One example: During the financial crisis, banks and financial services companies tightened lending practices. Small businesses couldn’t get loans, and consumers couldn’t obtain mortgages. There was a domino effect on other industries.
Charan believes that companies were too focused on daily operations, lacking the “perceptual acuity” to see a bigger picture. They looked at things from the inside out and relied on what they knew.
Catalysts, on the other hand, see things others don’t. They are creative thinkers who are one step ahead of everyone else.
They can also mine gold from “dead” technology. Steve Jobs found a new use for Gorilla Glass, a decades-old product mothballed by Corning Glass. Elon Musk’s solar-charged Tesla home battery could be the answer to offsetting high electric bills a decade from now.
How do you become a catalyst? This book gives some ideas .
The book is organized around 4 sections
• The fundamental Leadership challenge of our time
• Building on Perceptual acuity
• Going on the offense
• Making the organization agile
Each of these 4 sections build on one another
• Section one centers on the challenge of structural change, the algorithmic revolution and identifying early warning signs.
• Section two identifies the catalysts – people, government, companies of change and understanding what it is they see, and tools for developing perceptual acuity.
• Section three focuses on defining a path and developing a mindset of taking the offense.
• Section four outlines the use of idea-generating Joint Practice sessions ( JPS) which also provide transparency and coordination and , lastly , the what, who and how decision making to zero in on critical decision nodes.
Happy reading
This book was published in the year 2006 .
The book, Games Indians Play, is essentially a game theoretic approach to analyzing the collective behavior of Indians. In this book, moving away from finance, he uses game theory and behavioral economics to analyze the collective behavior of Indians.
Using the most basic concepts of game theory as developed by John von Neumann, Oskar Morgenstern and John Nash, the author examines the individual versus the collective behavior of Indians and its implications for public infrastructure in particular and for the quality of life in India, in general. He contends that Indians pursue selfish strategies and are highly corrupt and demonstrates how this prevents us from facing the challenges to our society today. The book presents an analysis of how our common behavioral traits are preventing us from reaching the efficient equilibrium of a developed society.
The author talks about the ‘Indian-ness’ of Indians, by which he means behavioral traits like throwing garbage anywhere with gay abandon, or spitting with a free will, or tearing pages from library books or leaving public toilets dirty or not stopping cars when senior citizens are crossing the road or not taking a stand against social ills or jumping queues, etc. The book is an attempt to explain these peculiar behavior traits, of maximizing private utility with little regard for social utility, in the framework of game theory.
The motivation to write this book for Mr.Peter Schwartz came from Royal Dutch/Shell group success in using scenarios to anticipate the oil crisis in the 1980’s . Shell was one of the few companies that managed this crisis. The following are the key points that may be of interest and assist the professionals in making better decisions in planning events in your life or the organization you work with:
• Too many people react to uncertainty with denial. They create blind spot for themselves.
• Scenarios are a tool for helping us to take a long view in a world of VUCA. Once you get used to the idea of scenarios, using them comes more easily.
• Scenario planning is about making choices today with an understanding of how they might turn out. This type of planning comes easy to some people. For others, it takes practice. Be patient, the end result of proper planning is worth the effort. Remember the 6 P’s of planning – Proper Planning Prevents Piddley Poor Performance.
• Scenarios can be used
To plan a business
To Judge an investment
To choose an education
To look for a job.
• Scenarios are not predictions. Rather , it is vehicles for helping the people learn & help the people to perceive futures in present.
• Scenarios deal with two worlds
The world of facts. Gather and transform information of strategic significance into fresh perspectives.
The world of perceptions. You are looking for the “aha” feeling.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
What the World can Learn from Finnish Lessons
In the course of about 3 decades ( 1980-2010) , the national education system of Finland progressed from one which was “ nothing special” to one that produces students whose academic achievement is so consistently outstanding that Finland’s system is often referred to as the best in the world. This book describes how Finland achieve that transformation.
In this books , Pasi Sahlberg details the policy decisions that guided that transformation. He documents the choice of polices that chose not to embrace “ tougher competition, more data, abolishing teacher unions, opening more charter schools, or employing corporate world management models in education systems”. To the contrary, Finnish policies focused on “ improving the teaching force, limited student testing to a necessary minimum , placing responsibility and trust before accountability and handing over school and district-level leadership to education professionals. The result is an educational system that “ lacks school inspection, standardized curriculum, high-stakes student assessments, test based accountability and a race-to-the-top mentality with regard to educational change?
Sahlberg characterizes the policies of the current system as
Having a vision of education committed to building a publicly financed & locally governed basic schools for every child
Building on educational ideas from other nations to produce unique “ Finnish way” that preserves the best traditions and present good practices
Systematically developing respectful and interesting working conditions for teachers and leaders in Finnish schools.
The Finnish experience in building an education system in which all students learn well is one that has focused on equity and cooperation rather than choice and competition and that rejects the paying of teachers based on students test scores or converting public schools to private schools.
Leaders lead people, not Institutions. Jeffrey Krames demonstrates how this is the philosophy of Pope Francis by citing 12 leadership lessons from the Pope’s life. Some of the lessons are standard business common sense, others reflect the counter- cultural and surprising leadership secrets.
Some of the lessons are
• Lead with Humility
• Don’t Change – reinvent
• Choose Pragmatism over ideology
The book is short- as it should be
Enjoy summary
Dear All,
Your hard work is paying off. You're doing well in your field. But you can't escape the nagging feeling that something's holding you back. Something's stopping you from getting to the next level. With out your knowledge, those habits which have brought you success - are now delaying your progress!
In his best seller,
" What Got You Here Won't Get You There ", Marshall Goldsmith talks about, "The Twenty Habits That Hold You Back From The Top".
Let me share with you this excellent Ppt I developed and use for training on this topic which might be useful for you.
Please do give me your valuable comments on the Ppt.
With best regards,
Shamim Rafeek
This book is an inner excellence self-help guide to help us discover our true Being, release our pain and find deeper inner peace.
When we are intensely present in the Now, we respond from deep consciousness and flow with ease and joy in life. In so doing, we can better fulfill our outer purpose ( to achieve goals and seek to create a better world) while fulfilling our inner purpose and truly changing the world at cause.
Tolle started the book by sharing the circumstance and experiences leading to his “ Enlightenment”. Like many others, he had suffered from anxiety and even suicidal depression for many years. Then, when he was 29 years old, he had a personal epiphany which brought him “ a state of the most intense joy” and changed the course of his life since.
Happy reading
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
Most people believe personality traits are fixed characteristics that are present at birth and persist throughout an individual’s lifetime. Recent research, however, indicates these “fixed” traits are simply the symptoms of a person’s belief system. These beliefs can be so strong, in fact, that they positively or negatively influence every aspect of an individual’s life: sports, business, relationships, parenting, teaching, and coaching.
According to Carol S. Dweck, one of the world’s leading researchers in the field of motivation, there are two main belief systems, or mindsets, that people can possess. These mindsets strongly influence the way individuals respond to success and failure, and in Mindset, Dweck uses research, examples of well-known business and sports leaders, and specific scenarios to demonstrate how changing one’s mindset can profoundly affect the outcome of almost every situation. Dweck also explains how understanding the basics of mindsets can help in accepting and understanding relationships and the people who comprise them
What is Emotional Intelligence. How to develop your Emotional Intelligence.
Presentation made by Philippe Grall, Executive Coach & Trainer.
President of Equilibre Inc.
www.e-quilibre.jp
This PPT on The Future of Media has been divided into 4 sections for easier download. I’d feel rewarded if any, or all, of these slides would be used to facilitate internal debate. INDEX: 1 New Paradigm, 2 Content, 3 Brand and Portfolio, 4 Revenues
Who Will Be the Rock Stars of Corporate Sustainability?Victoria Zelin
This article was written in January, 2010, based on my presentation at the conference, Science, Wisdom, and the Future: Humanity's Quest for a Flourishing Earth in 2009. Published as a book of the same name in 2012 by Collins Foundation Press as a compilation of essays by scientists, philosophers, economists, educators, activists, artists and business people.
http://www.collinsfoundationpress.com/
“ The Attacker’s Advantage” . This book is very contextual to the current environment and our preparation and transition to new Leadership Traits and dress for the future.
Strategists often see their road as a straight one with obstacles on the horizon to be dealt with as they appear. Author Ram Charan cautions that the real obstacles are much closer. Just around every corner lurk outliers, competitors, consumers, other industries and government policies that can quickly upset the apple cart.
One example: During the financial crisis, banks and financial services companies tightened lending practices. Small businesses couldn’t get loans, and consumers couldn’t obtain mortgages. There was a domino effect on other industries.
Charan believes that companies were too focused on daily operations, lacking the “perceptual acuity” to see a bigger picture. They looked at things from the inside out and relied on what they knew.
Catalysts, on the other hand, see things others don’t. They are creative thinkers who are one step ahead of everyone else.
They can also mine gold from “dead” technology. Steve Jobs found a new use for Gorilla Glass, a decades-old product mothballed by Corning Glass. Elon Musk’s solar-charged Tesla home battery could be the answer to offsetting high electric bills a decade from now.
How do you become a catalyst? This book gives some ideas .
The book is organized around 4 sections
• The fundamental Leadership challenge of our time
• Building on Perceptual acuity
• Going on the offense
• Making the organization agile
Each of these 4 sections build on one another
• Section one centers on the challenge of structural change, the algorithmic revolution and identifying early warning signs.
• Section two identifies the catalysts – people, government, companies of change and understanding what it is they see, and tools for developing perceptual acuity.
• Section three focuses on defining a path and developing a mindset of taking the offense.
• Section four outlines the use of idea-generating Joint Practice sessions ( JPS) which also provide transparency and coordination and , lastly , the what, who and how decision making to zero in on critical decision nodes.
Happy reading
This book was published in the year 2006 .
The book, Games Indians Play, is essentially a game theoretic approach to analyzing the collective behavior of Indians. In this book, moving away from finance, he uses game theory and behavioral economics to analyze the collective behavior of Indians.
Using the most basic concepts of game theory as developed by John von Neumann, Oskar Morgenstern and John Nash, the author examines the individual versus the collective behavior of Indians and its implications for public infrastructure in particular and for the quality of life in India, in general. He contends that Indians pursue selfish strategies and are highly corrupt and demonstrates how this prevents us from facing the challenges to our society today. The book presents an analysis of how our common behavioral traits are preventing us from reaching the efficient equilibrium of a developed society.
The author talks about the ‘Indian-ness’ of Indians, by which he means behavioral traits like throwing garbage anywhere with gay abandon, or spitting with a free will, or tearing pages from library books or leaving public toilets dirty or not stopping cars when senior citizens are crossing the road or not taking a stand against social ills or jumping queues, etc. The book is an attempt to explain these peculiar behavior traits, of maximizing private utility with little regard for social utility, in the framework of game theory.
The motivation to write this book for Mr.Peter Schwartz came from Royal Dutch/Shell group success in using scenarios to anticipate the oil crisis in the 1980’s . Shell was one of the few companies that managed this crisis. The following are the key points that may be of interest and assist the professionals in making better decisions in planning events in your life or the organization you work with:
• Too many people react to uncertainty with denial. They create blind spot for themselves.
• Scenarios are a tool for helping us to take a long view in a world of VUCA. Once you get used to the idea of scenarios, using them comes more easily.
• Scenario planning is about making choices today with an understanding of how they might turn out. This type of planning comes easy to some people. For others, it takes practice. Be patient, the end result of proper planning is worth the effort. Remember the 6 P’s of planning – Proper Planning Prevents Piddley Poor Performance.
• Scenarios can be used
To plan a business
To Judge an investment
To choose an education
To look for a job.
• Scenarios are not predictions. Rather , it is vehicles for helping the people learn & help the people to perceive futures in present.
• Scenarios deal with two worlds
The world of facts. Gather and transform information of strategic significance into fresh perspectives.
The world of perceptions. You are looking for the “aha” feeling.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
What the World can Learn from Finnish Lessons
In the course of about 3 decades ( 1980-2010) , the national education system of Finland progressed from one which was “ nothing special” to one that produces students whose academic achievement is so consistently outstanding that Finland’s system is often referred to as the best in the world. This book describes how Finland achieve that transformation.
In this books , Pasi Sahlberg details the policy decisions that guided that transformation. He documents the choice of polices that chose not to embrace “ tougher competition, more data, abolishing teacher unions, opening more charter schools, or employing corporate world management models in education systems”. To the contrary, Finnish policies focused on “ improving the teaching force, limited student testing to a necessary minimum , placing responsibility and trust before accountability and handing over school and district-level leadership to education professionals. The result is an educational system that “ lacks school inspection, standardized curriculum, high-stakes student assessments, test based accountability and a race-to-the-top mentality with regard to educational change?
Sahlberg characterizes the policies of the current system as
Having a vision of education committed to building a publicly financed & locally governed basic schools for every child
Building on educational ideas from other nations to produce unique “ Finnish way” that preserves the best traditions and present good practices
Systematically developing respectful and interesting working conditions for teachers and leaders in Finnish schools.
The Finnish experience in building an education system in which all students learn well is one that has focused on equity and cooperation rather than choice and competition and that rejects the paying of teachers based on students test scores or converting public schools to private schools.
Leaders lead people, not Institutions. Jeffrey Krames demonstrates how this is the philosophy of Pope Francis by citing 12 leadership lessons from the Pope’s life. Some of the lessons are standard business common sense, others reflect the counter- cultural and surprising leadership secrets.
Some of the lessons are
• Lead with Humility
• Don’t Change – reinvent
• Choose Pragmatism over ideology
The book is short- as it should be
Enjoy summary
Dear All,
Your hard work is paying off. You're doing well in your field. But you can't escape the nagging feeling that something's holding you back. Something's stopping you from getting to the next level. With out your knowledge, those habits which have brought you success - are now delaying your progress!
In his best seller,
" What Got You Here Won't Get You There ", Marshall Goldsmith talks about, "The Twenty Habits That Hold You Back From The Top".
Let me share with you this excellent Ppt I developed and use for training on this topic which might be useful for you.
Please do give me your valuable comments on the Ppt.
With best regards,
Shamim Rafeek
This book is an inner excellence self-help guide to help us discover our true Being, release our pain and find deeper inner peace.
When we are intensely present in the Now, we respond from deep consciousness and flow with ease and joy in life. In so doing, we can better fulfill our outer purpose ( to achieve goals and seek to create a better world) while fulfilling our inner purpose and truly changing the world at cause.
Tolle started the book by sharing the circumstance and experiences leading to his “ Enlightenment”. Like many others, he had suffered from anxiety and even suicidal depression for many years. Then, when he was 29 years old, he had a personal epiphany which brought him “ a state of the most intense joy” and changed the course of his life since.
Happy reading
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
Most people believe personality traits are fixed characteristics that are present at birth and persist throughout an individual’s lifetime. Recent research, however, indicates these “fixed” traits are simply the symptoms of a person’s belief system. These beliefs can be so strong, in fact, that they positively or negatively influence every aspect of an individual’s life: sports, business, relationships, parenting, teaching, and coaching.
According to Carol S. Dweck, one of the world’s leading researchers in the field of motivation, there are two main belief systems, or mindsets, that people can possess. These mindsets strongly influence the way individuals respond to success and failure, and in Mindset, Dweck uses research, examples of well-known business and sports leaders, and specific scenarios to demonstrate how changing one’s mindset can profoundly affect the outcome of almost every situation. Dweck also explains how understanding the basics of mindsets can help in accepting and understanding relationships and the people who comprise them
What is Emotional Intelligence. How to develop your Emotional Intelligence.
Presentation made by Philippe Grall, Executive Coach & Trainer.
President of Equilibre Inc.
www.e-quilibre.jp
This PPT on The Future of Media has been divided into 4 sections for easier download. I’d feel rewarded if any, or all, of these slides would be used to facilitate internal debate. INDEX: 1 New Paradigm, 2 Content, 3 Brand and Portfolio, 4 Revenues
Who Will Be the Rock Stars of Corporate Sustainability?Victoria Zelin
This article was written in January, 2010, based on my presentation at the conference, Science, Wisdom, and the Future: Humanity's Quest for a Flourishing Earth in 2009. Published as a book of the same name in 2012 by Collins Foundation Press as a compilation of essays by scientists, philosophers, economists, educators, activists, artists and business people.
http://www.collinsfoundationpress.com/
Pg 16-23Case Discussion Read The ASDA Way of Working ” an.docxrandymartin91030
Pg 16-23
Case Discussion
Read “ The ASDA Way of Working ” and prepare answers to the following questions:
1. What are the types of changes that Archie Norman needs to undertake at ASDA?
2. Referring to Exhibit 1‐3 , what faces of change does ASDA need to engage?
3. What actions can Norman and his top management team take to build employee motivation to engage in change?
THE ASDA WAY OF WORKING
ASDA, the grocery store chain that Archie Norman had just been hired to lead,
teetered on the edge on bankruptcy.18 While ASDA had enjoyed a long run of
success in the United Kingdom, upscale competitors and down‐market deep
discounters had sharply eroded its customer base. Norman, an outsider to ASDA
who had never run any retailing operation, believed that ASDA could not afford
the luxury of piecemeal or incremental improvement. Everything about the
organization—from the way they purchased and displayed products to the way
store managers interacted with shop floor employees—would have to change.
Everything Company Background
With 65,000 employees in 205 ASDA stores and another 2,000 at corporate head-
quarters, ASDA was the fourth largest grocery store chain in the United
Kingdom. ASDA enjoyed annual sales of $6 billion † and claimed 8 percent of the
supermarket business, ranking fourth in market share.
Starting in the late 1960s, ASDA pioneered the concept of large super-
markets located outside of downtown areas with expansive parking lots and
low prices. Flourishing particularly in working‐class areas, ASDA became known as a blue‐collar store, specializing in low prices in a warehouse like atmosphere. (“Pile it high and sell it cheap” was a phrase commonly associated with this type of operation.) The demographic of their customer base was decidedly “down market.” In that niche, ASDA was quite successful, operating without any real competition. The larger grocery store chains vied for more upscale (i.e., wealthy) customers and simply could not compete with ASDA on price.
ASDA’s problems began when top management embarked on two equally
disastrous paths. First, they diverted much of the profit from the grocery operations into nonfood acquisitions: retail operations such as furniture and carpeting.
And second, management moved to change their customer base from blue‐collar
to more upscale shoppers. As part of that upscale strategy, ASDA moved out of
their traditional blue‐collar strongholds into wealthier suburban locations. That
move had two negative effects:
1. In the wealthy suburbs, it placed them in competition with chains not burdened with the reputation of being blue‐collar warehouse stores.
2. In their traditional working‐class areas, they allowed competitors to steal market share from the very blue‐collar base that ASDA seemed to be abandoning.
Top management exacerbated the problem by spending lavishly on themselves: corporate jets, high‐style corporate offices, an.
Grands groupes: 8 manières de collaborer avec une start-up, jusqu’au coup de foudre?
Read more at http://www.frenchweb.fr/grands-groupes-8-manieres-de-collaborer-avec-une-start-up-jusquau-coup-de-foudre/225966#EbLo8TpXaoc7K42W.99
How do the world's biggest companies deal with the startup revolution?Andrew Webber
Great piece of insight from INSEAD about how and why some of the biggest brands in the world are engaging with (tech) startups as part of collaborative innovation.
LETTERS TO THE EDITORor Asia there might be enormous po-.docxLaticiaGrissomzz
LETTERS TO THE EDITOR
or Asia there might be enormous po-
tential but littie chance to demonstrate
it. That Clarebrough tries to illustrate
the superiority of the American spirit
through the image of a high-powered
European car-the brainchild of an en-
trepreneurial Italian family-stuck in an
American traffic jam strikes me as more
than a little odd.
Christian Kober
Director
Degussa
Shanghai, China
None of Our Business?
The commentaries in response to Rob-
erta A. Fusaro's case study "None of Our
Business?" (December 2004) all sailed
past an obvious flaw. KK Incorporated's
plan to increase sales using radio fre-
quency identification tags is depen-
dent not only on technology but also
on store personnel welcoming custom-
ers by name and steering them to pre-
ferred items, as stated in the piece. The
store personnel described in the case do
not strike me as up to the task. Perhaps
KK would get more bang for its buck, as
well as fewer ethical or legal entangle-
ments, by tackling its staff motivation
and incentive problems.
Kathlene Collins
Publisher
Inside Higher Ed
Washington, DC
Overloaded Circuits: Why Smart
People Underperform
I read with interest Edward M. Hallow-
ell's article, "Overloaded Circuits: Why
Smart People Underperform," in the
January 2005 issue. The author's term
"attention deficit trait," or ADT, reminds
me of what we in the IT industry used to
cair'thrashing."
In the world of computers, parallel
processing is performed by a central
processor that switches back and forth
quickly among several tasks, doing a lit-
tle bit of each task one at a time. This ac-
tion is performed so rapidly that, to the
observing eye, it appears as if the com-
puter is performing several tasks simul-
taneously. In the old days, a mainframe
computer's hard drive could get so over-
loaded with jobs that it could end up
spending all of its time switching be-
tween tasks without processing any of
them, resulting in thrashing. This phe-
nomenon could bring an entire system
to a grinding halt.
Colleagues in my old IT department
used to measure each other's personal
thrashing levels. The simplest solution,
as with our old mainframe computer
systems, was quite obvious: Take on
fewer tasks, or delegate more to others.
ADT sufferers who want to cut down
on their thrashing levels would do well
to try this approach.
Steve O'Hearn
Vice President
Sysorex
Vienna, Virginia
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Influencer marketing for brands what you tube and instagram can teach you abo...MarketingForum
In the next few years, brands are on track to spend billions of dollars on influencer marketing. This form of marketing―currently utilized with great success on Instagram and YouTube―is not a short-lived fad, but a tectonic shift for the future of digital advertising. It's the way of the future, and the responsibility is on business leaders to keep up.
Modern marketing professionals looking to adopt influencer marketing for their brands face equally modern challenges. Like finding the right talent, tracking and measuring results and quantifying how this new marketing opportunity aligns with the overall strategy. Influencer Marketing for Brands is the field guide for the digital age. After working with hundreds of brands from across the globe, author Aron Levin shares his insider knowledge gained from research, strategy, and hands-on experience from more than 10,000 successful collaborations with influencers on Instagram and YouTube. He provides you with valuable insights that help you eliminate guesswork and avoid common mistakes. More importantly, he shows you how to turn influencer marketing into a scalable and sustainable marketing channel.
The digital media landscape grows more complicated by the hour, and influencer marketing is no exception. Influencer Marketing for Brands breaks down the art and science of influencer marketing and helps you synthesize, contextualize and transform this new way of creating and distributing content with powerful formulas, proven strategies, and real-world examples.
Influencer marketing for brands what you tube and instagram can teach you abo...Marketing College Forum
In the next few years, brands are on track to spend billions of dollars on influencer marketing. This form of marketing―currently utilized with great success on Instagram and YouTube―is not a short-lived fad, but a tectonic shift for the future of digital advertising. It's the way of the future, and the responsibility is on business leaders to keep up.
Modern marketing professionals looking to adopt influencer marketing for their brands face equally modern challenges. Like finding the right talent, tracking and measuring results and quantifying how this new marketing opportunity aligns with the overall strategy. Influencer Marketing for Brands is the field guide for the digital age. After working with hundreds of brands from across the globe, author Aron Levin shares his insider knowledge gained from research, strategy, and hands-on experience from more than 10,000 successful collaborations with influencers on Instagram and YouTube. He provides you with valuable insights that help you eliminate guesswork and avoid common mistakes. More importantly, he shows you how to turn influencer marketing into a scalable and sustainable marketing channel.
The digital media landscape grows more complicated by the hour, and influencer marketing is no exception. Influencer Marketing for Brands breaks down the art and science of influencer marketing and helps you synthesize, contextualize and transform this new way of creating and distributing content with powerful formulas, proven strategies, and real-world examples.
THE ASDA WAY OF WORKING ASDA, The grocery store chain that Archi.docxmehek4
THE ASDA WAY OF WORKING ASDA,
The grocery store chain that Archie Norman had just been hired to lead, teetered on the edge on bankruptcy.18 While ASDA had enjoyed a long run of success in the United Kingdom, upscale competitors and down‐market deep discounters had sharply eroded its customer base. Norman, an outsider to ASDA who had never run any retailing operation, believed that ASDA could not afford the luxury of piecemeal or incremental improvement. Everything about the organization—from the way they purchased and displayed products to the way store managers interacted with shop floor employees—would have to change. Everything. Company Background with 65,000 employees in 205 ASDA stores and another 2,000 at corporate head- quarters, ASDA was the fourth largest grocery store chain in the United Kingdom. ASDA enjoyed annual sales of $6 billion† and claimed 8 percent of the supermarket business, ranking fourth in market share. Starting in the late 1960s, ASDA pioneered the concept of large super- markets located outside of downtown areas with expansive parking lots and low prices. Flourishing particularly in working‐class areas, ASDA became Norman inaugurated his intervention by reaching an understanding with his board of directors. The turnaround would not happen overnight, they agreed. If the board would tolerate Norman’s investments in renewing the chain, he would deliver significant return by the end of the third year: I told the stockholders and the market analysts, that I had a three‐year plan that ASDA should be returned to profitability and growth within that time frame. The stockholders agreed to let me make short‐term sacrifices for long‐term profitability. Building a Top Team Norman immediately set out to attract other outsiders to the top management team. Over a six‐month period, he replaced two of his three direct reports, ‡ creating a team that consisted of: • Allen Leighton, vice president, marketing • Phil Cox, chief financial officer • Tony Campbell, vice president, trading
Of his three direct reports, only Campbell was a holdover from the previ- ous ASDA regime. His past position had been vice president of operations. None of the new hires had any previous retail experience. Among his direct reports, Allen Leighton emerged as the first among equals. He was friendly, outgoing, dynamic, expansive, bright, and creative—a complement to the generally more cerebral and contained Norman. Top manag- ers suggested that nothing of significance occurred in the organization without the direct involvement and approval of Norman and/or Leighton. The First Six Months Norman’s first task was to pull the organization back from disaster. “Archie had to convince people that there was a problem,” said Phil Cox, “that our poor perfor- mance wasn’t just a momentary hiccup.” In speech after speech, to employees as well as investors, Norman laid out the details of what he referred to as ASDA’s “dark moment.” He ignored frequent advice that he s ...
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
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.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
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.
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.
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
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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/
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
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.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
1. Some Impressionistic takes from the book ofClaudio Fernandez-Araoz“It’s Not the How or the What but the Who“ by Ramki–ramaddster@gmail.com
2. About the Author
ClaudioFernandez-AraozisaSeniorAdviseratleadingexecutivesearchfirmEgonZehnderandaformermemberofitsglobalexecutivecommittee.HeholdsanMBAfromStanfordandhaspreviouslyworkedforMcKinsey&Company.Heisaglobalexpertonhiringandpromotiondecisionsandleadershipdevelopment,andafrequentspeakeratmajorbusinessgatherings.HisadvicehasbeensoughtbytheCEOsofseveraloftheworld'slargestcompaniesandmanygovernments.Fernandez-AraozisaregularlectureratHarvardBusinessSchool,afrequentcontributortoHBR.org,andtheauthorofGreatPeopleDecisions:WhyTheyMatterSoMuch, WhyTheyAreSoHard,andHowYouCanMasterThem
5. Tale of Two CEOsThey have different backgrounds They lead different companiesUnited by two things Extraordinary Leadership successThe relentless focus on talent Committed to only hiring the bestDeveloping their brightest starsUniting them all into great teams ResultThey boost not only their own careers & organizations but also society
Jeff Bezos
Roger Agnelli
13. 1. The Enemy within
Human’sarenotprogrammedtomakegreatpeopledecisions.Thefirststepissurroundingyourselfwiththebestistorecognize-andcorrect-yourownfeelings
16. The next time your are about to bring someone into your circle-whether it is team member, business partner, doctor or nanny-remember that making people judgments is extremely hard & can’t be done on automatic
Make list of what you know & ask yourself what other information you need to know and make sure you are surrounding yourself with the best.
So Sure, but So Wrong
18. Inertia overtakes all of us. In order to beat it , make formal commitments, think like a trader and compassionately consider long term consequences.
Inertia
20. Known Devils
Whether you are shopping for a house or deciding on your next CEO, comparative judgments give you’re the best .
They are the best way to avoid appointing the wrong outsiders, as well as those known devils who just are not right for the job
23. The Heat of the Moment
Watchforpassioninthecandidate
Emotioncanseriouslyimpairjudgment-itislikeimpulsebuying&laterregretted.
Impulsebuyingisduetostoppageofthinking&startingofthefeeling.
Werecognizethatwehaveallundoneunwisethingsintheheatofthemoment.
Howtoavoidthedangersoftheheatofthemoment?
Likespeed-daters,createachecklistoftheskills&attributesyouwantinthecandidate
Starttheinterviewprocess
Reviewthechecklistasyoumeetpeople
Ifyouaretemptedtotweakthelist,askyourself-hasthesituationchangeoramIbeingswayedbythepeople
Useandecisionadvisorassoundingboard
Discussyourimpressionswiththem&theywillguidetowardcooldetachment.
Askyourselfthequestion–HowwillIfeelaboutmydecision10minutesfromnow,10monthsfromnowand10yearsfromnow.
Takesometimeoff–sleepondecisionforareason.
38. The Problem with Democracy
HowtoformAristocracy?
Firstlookforpeoplewhotrulyunderstandwhatisneededtosucceedintherole&organizationforwhichyouarehiring.
Aimtohave3outstandinginterviewers
Secondchooseonlypeoplewhoaremotivatedtoconductathoroughassessment&makegooddecisioneitherbecausetheywillbenefitfromitorbecausetheytakegreatsatisfactioninhelpingothers.
Thisisoneofthegreatestdifferentiatorsbetweengreatinterviewersandterribleones.
Finallymakesureeveryonehasbeentrainedinthebestassessmenttechniques,includingstructuredinterviews&referencechecking.
40. Start Measuring your own HBA-make it a habit
Review all the hiring or promotions decisions you have participated in the past five years, mapping your opinion of the person against their actual performance.
If you are involved in an interview and the candidate is selected – mark in your calendar to check whether your initial assessment was accurate –6 months later.
41. 3. The Right People
Tofindthebest,youhavetolookintherightplaces, considertherightnumber,& effectivelyassessthemontherightattributes& competencies-frommotivationtoEI,portabilitytoleadershipskills
63. As a leader who wants to be surrounded by the best, you need to get your people inspired about improving themselves, especially when it comes to Emotional Competencies-to understand where they stand and where they fall short of ideal; to develop a cleverer change plan; and to persevere in practice.
Turkeys can’t learn to climb tress all by themselves
Teaching a Turkey to Climb a Tree
65. Potential should trump seniority and that-when it comes to the jobs that help leaders grow most-complexity always beats size
Growth from Complexity
67. As a Leader you should be disciplined about aligning your people development practices with your situation & goals.
Aim to cultivate a balanced team & to build everyone’s unique strength to the highest levels of mastery
Finding Alignment
71. 5. Teams That Thrive
Thebestgetevenbetterwhentheyworktogether.Asaleader,itisyourjobtobuildadiverse,effective,committedgroupcapableofachievingcollectivegreateness.
75. 6. The Better Society
Oncewehaveallsurroundedourselveswiththebestinourownpersonal&professionallives,whynotextendthepracticetoourorganizations, institutions&nations?Thatiswheregreatpeopledecisionsmatterthemost.
87. Fourkeyleadershipassets:
Curiosity,
Insight,
Engagement,and
Determination.
Doesthecandidateproactivelyseeknewexperiences,ideasandknowledge, solicitingfeedbackandstayingopentolearningandchange?
Canhegatherandmakesenseofavastrangeofinformationanddiscovernewinsightsthat,whenapplied,transformpastviewsorsetnewdirections?
Ishegoodatconnectingonanemotionallevelwithothers,communicatingapersuasivevisionandhelpingothersstayconnectedwiththebroaderorganization?
Doesheseekself-awareness,demonstrateempathy,andinspirecommitment?
Finally,willhehavethestrengthtopersistinthefaceofdifficultiesandtheabilitytobouncebackfrommajorsetbacksoradversity?
Last,butnotleast,Ilookatthecandidate’sabilitytomakegreatappointments.
ThisisevenmoreimportantintheCatholicChurch;givenitsflatstructure,hugereachandgeographicspread,delegationisessential.
“Themostimportantleadershipskillis,clearly,theabilitytomakegreatpeopledecisions,toputpeopleintherightseatsandtorigorouslytakethemoffthebuswhenyouhaveto.”
How to pick up the next Pope-(3/3)
88.
89. Take Away
It'saclichéthatitis"people"whomakethedifferencewhenitcomestotopcompanies,butlikealotofcliches,it'sprobablytrue.
AsSouthwestAirlines'HerbKelleheroncesaid:
"Givenenoughtimeandmoney,yourcompetitioncanduplicatealmosteverythingyou’vegotworkingforyou.Theycanhireawaysomeofyourbestpeople.Theycanreverse-engineeryourprocesses.Theonlythingtheycan’tduplicateisyourculture.”
AsauthorClaudioFernández-Aráozmakesclear,thewaytostartcreatingthatgreatcultureis"withyou,theleader,usingitasafilterforhiring",andthisbookaimstohelpinthatprocess.
Asheexplains,thisisunsurprising.WearestillhardwiredtomakedecisionsaccordingtofourFs:Flight,Fight,FoodandFornication.Incavemantimes,whendeciding"CanIeatthatthingorisitgoingtoeatme?",relyingonotherswasimportant,andlookingforsimilaritiesnatural.Butwhatwasonceaneffectivestrategyisseriouslylimiting.Weappreciateandtrustpeoplesimilartous,yes, but:
“Youcannotbesuccessfulinahighlyconnected,cross-cultural,globally-mindedenvironmentifyouseeksupportonlyfromothersexactlylikeyou.Youneedtosurroundyourselfwithpeoplewhohavediversebackgroundsandcomplementaryskills,andwhoproperlychallengeyou.”
90. To Sum up…
Recognizingyourfailings
Understandingexternalchallenges
Assessingandselectingthebest
Helpingyourstarsshine
Fosteringcollectivegreatness
Makinggreatpeopledecisionswheretheymatterthemost.
“ Hire for Potential & Just not experience