The Age (blog)Were you born to lead? The Age (blog) But when they're all combined, it becomes clear that leadership development programs “produce substantial results”, especially in regards to improving the knowledge and skills of those who...
When I was younger I wanted my own business, but I didn’t know how to begin. Should I buy a franchise, join a multi-level marketing company, or start my own business?
I went to seminars, presentations, and sales pitches on selling everything from milk additives to fuel additives, from soap to jewellery.
A lot of the presentations were very high-pressured. They were designed to get you to buy, sign, and commit. It was all about selling the dream of a life of leisure; you could live like a king and enjoy life without hard work. You could be different from the average Joe—no longer serving the man but living the dream.
Having started and run three successful businesses myself and spoken to hundreds of small business owners I can look back over 35 years and say, “Yep, that was definitely a bunch of crap!”
Whether small, medium or large in size, organizations have been or are set to grapple with remote-based leadership issues. I believe there are some compelling reasons why this is going to snowball quite soon, and leaders will want to prepare themselves to augment or adapt new leadership styles as workers begin to work from anywhere.
There is a particular, awful feeling you get working in a company that is sinking. You can tell the minute you walk in the door that the energy is off. If you pay attention to the vibe you get on a job interview, you’ll know when a company is broken. People don’t look you in the eye. No one wants to be there, but you might take the job regardless if you’re out of other options.
Our lives today weave between formal and social spaces, no longer defined by the four walls of the office or a clear distinction between technologies and communities. Social Leadership is a style suited to the Social Age: it’s about building reputation that leads into authority.
The millennial generation (those born in the 1980s and 1990s) have come of age at a time of great change and uncertainty in the work force. They have entered their careers amid the Great Recession and with the reality that they will likely change jobs every two years for the next 40 years of their lives.
The past is no longer prologue, it's just how things used to work. We need to continually reevaluate how create, deliver and capture value. In an age of disruption, the only viable strategy is to adapt.
Why should anyone be led by you wrote Goffee and Jones (HBR) in 2001. Indeed. Often new leaders spent so much time on goals and targets and using “climbing skills” shall we call them, that when they arrive where they wanted to get to they think more of the same will work.
Many organizations, in pursuit of growth, understand the need to be agile in every aspect of their business—from faster decision making to more flexible operations to collaborative ventures. Yet, there is often a gap between that awareness and cohesive action. The Accenture study on agility explores the common characteristics of agile businesses.
The standard strategy processes at most companies share three common characteristics:1) you wait until the annual strategy review to revisit your strategy2) you put together a SWOT analysis as input to the start of the strategy process3) you start the strategy process with a long and arduous exercise to wordsmith a mission/vision statement or organizational aspiration.These activities are, no doubt, reassuring and familiar. They are also almost completely useless.