The document summarizes research from a yacht racing challenge that aimed to identify the skills and behaviors of successful team leaders. The research found that the best leaders combined "driving" and "enabling" behaviors and adapted their style according to the situation. Effective leaders demonstrated flexibility, creativity, self-belief, and openness in addition to traditional management skills. These "performance enablers" allowed leaders to build high-performing, loyal teams. The document recommends using emotional intelligence tools to measure and develop performance enablers in leaders, in order to draw out the best in themselves and their teams.
Godrej's No. 1 soap brand has gained market share in rural India at the expense of Hindustan Unilever's brands like Lifebuoy and Lux. This is because HUL raised prices significantly when palm oil prices increased, while Godrej raised prices more slowly and at a lower rate. As rural consumers became more price conscious, they started shifting to Godrej No. 1, which grew its rural market share. Meanwhile, HUL is working to regain lost ground by increasing pack sizes and reducing prices of some soaps by up to 15%. However, analysts say it will be difficult for HUL to regain the share it has lost, as regional players like Godrej have become more aggressive in rural markets.
The document summarizes research from a yacht racing challenge that aimed to identify the skills and behaviors of successful team leaders. The research found that the best leaders combined "driving" and "enabling" behaviors and adapted their style according to the situation. Effective leaders demonstrated flexibility, creativity, self-belief, and openness in addition to traditional management skills. These "performance enablers" allowed leaders to build high-performing, loyal teams. The document recommends using emotional intelligence tools to measure and develop performance enablers in leaders, in order to draw out the best in themselves and their teams.
Godrej's No. 1 soap brand has gained market share in rural India at the expense of Hindustan Unilever's brands like Lifebuoy and Lux. This is because HUL raised prices significantly when palm oil prices increased, while Godrej raised prices more slowly and at a lower rate. As rural consumers became more price conscious, they started shifting to Godrej No. 1, which grew its rural market share. Meanwhile, HUL is working to regain lost ground by increasing pack sizes and reducing prices of some soaps by up to 15%. However, analysts say it will be difficult for HUL to regain the share it has lost, as regional players like Godrej have become more aggressive in rural markets.
The document provides instructions for customizing an avatar, adding a background, saving the avatar, and copying the code to embed the avatar in a blog. The instructions include logging into an account, dragging a trait into a box to add it to the avatar, clicking to add a background, naming the avatar with the user's first name, copying the code by right clicking, and publishing a new blog post with the embedded avatar code.
This document provides login information for an "Interest Profiler" assessment on the wiscareers.wisc.edu website. The username is the user's ID number and the password is their six-digit birthdate. The website is used to help users explore career options by assessing their interests.
To create an avatar account, register with a username, ID number, password, birthdate and school email address. Then sign in using the username and password to access Traitr, a tool to customize an avatar with traits and a first name that resembles the user.
The document summarizes research from a yacht racing challenge that aimed to identify the skills and behaviors of successful team leaders. The research found that the best leaders combined "driving" and "enabling" behaviors and adapted their style according to the situation. Effective leaders demonstrated flexibility, creativity, self-belief, and openness in addition to traditional management skills. These "performance enablers" allowed leaders to build high-performing, loyal teams. The document advocates measuring performance enablers using emotional intelligence tools to distinguish superior performance.