Excellent artilce. Thanks for sharing Bay."A superior leader is a person who can bring ordinary people together to achieve extraordinary results." I learned this a few dozen years ago at Wharton, from an entrepreneur who had enjoyed tremendous success. He was right. Employee engagement is not about hiring brilliant people who are uniquely talented. It is [...]
2 Zappos in one week! Earlier this week at an HR forum, I met someone who had a tour of Zappos a few weeks earlier. They came away full of praise for their management approach - especially their open attitute to empowerment. Is their approach a step too far? While it may look very open and flexible, it is quite bureacratic with it's 'circles' . I worry that it is great for those who shout loudly, but not so good for the introverts (or even those who hate loud music).
Or do you think you could implement it in your company?
Thomas Edison, prolific inventor and businessman, famously said, “I have not failed. I’ve just found 10,000 ways that won’t work.”Being rejected is part of the game when it comes to doing business
Jacqui Hogan's insight:
Most us hate even taking the risk of getting a 'No', so we don't even ask the question! Here are are some ways to get better at accepting a 'No' and thus becomin more willing to ask the question in the first place.
I no longer use or accept the phrase 'Best Practice' as I don't think it serves creativity, productivity, or innovation. Am I wrong to think this way? I'd love to hear your opinion in the comments below.
'Best Practice' is fine provided you keep updating it to account for new best practice. It gives you a framework. If you don't keep it fresh, it will become 'the old practice we still use because we can't change'.
I don't often read articles about world economics, but made an exception for this excellent and thought provoking article by Bill Gates. He doesn't agree with Thomas Piketty on all points, but eloquently makes a case for his own.
I especially liked the concept of a 'self levelling' capitalism.
Something of a generalisation, but pretty accurate for all that!
Having worked with most of the nationalities listed, I didn't disagree with any. But where were the Italians? They are noisily charismatic, somewhat chaotic, surprisingly hierarchical and generously sociable. They were the only managers who, when taking me out to dinner, insisted on giving me a menu without prices. They are also the most likely to exchange gifts.
Skills that were once limited to the C-suite—like decision-making, problem-solving, and creative thinking—now take place at all levels within companies.
Jacqui Hogan's insight:
Many of us have been brought up to believe that leaders 'do' leadership and everyone else follows. In the virtual workplace we now work in, we all need leadership skills. This doesn't mean we will all 'be' leaders, in the traditional sense; rather that we all need those skills that make leaders excellent, like self motivation, a strong sense of direction, clear goals, communication skills etc. Many of us already have these skills. We just don't use them enough, or get recognised for using them when we do.
Trust and Vegetables? Both make you healthier, reduce your risks, and increase your odds of getting better life-results. Just like starting to eat healthier renders short, cumulative, and long-term impact, so does operating with trust.
Leader trust alert: these actions diminish trust. Companies are entitled to make these kinds of decisions. But, what's surprising is when they're surprised that when they do, the twitterverse and blogosphere lights up; not to mention unfiltered responses from those they employ.