Barbara Trautlein: Does Your Leadership Measure Up? The top five leaders most admired by the world’s business executives are Winston Churchill, Steve Jobs, Mahatma Gandhi, Nelson Mandela and Jack Welch – in that order, according to the 2013 Global CEO Survey conducted by PwC. The qualities the surveyed CEOs most admired? Strong vision, motivational, caring, innovative, persistent and ethical. “These results tell us a lot about what it takes to be a strong business leader in today’s rapidly changing global marketplace,” says Barbara Trautlein, author of “Change Intelligence: Use the Power of CQ to Lead Change that Sticks” (www.changecatalysts.com). “The respondents cited a broad range of qualities to describe the same individual leaders, which tells us they recognize today’s leaders need a combination of strengths.”
Barbara Trautlein, who has a PhD in organizational psychology and more than 25 years experience helping businesses lead change, says contemporary leaders must have a high CQ – Change Intelligence. The Coach (heart-dominant):
Winners and losers: Julia Gillard’s fatal flaw. In the mid-1970s, when I was in my early 30s, I had the good fortune to be appointed divisional general manager of a major Australian multinational. Along with the position, I was given a mentor, an experienced director in his late 60s. He quickly sized up both my temperament and my youth, and gave me the following advice: “Most managers make the same mistake as most generals, they think they have only two options: to attack or retreat. However, successful managers, like successful generals, know there is a third option, to stand your ground and do nothing. In many situations, playing a waiting game is generally the best option.” I wrote a blog about the temperament of Julia Gillard for LeadingCompany in May last year.
Such people seek power and are steadfast, decisive and forceful. On the other hand, they do have weaknesses. Unfortunately, while such tactics proved to be successful in earlier leadership contests, this time it failed. Capital - Expat culture shock boomerangs in the office. Many people believe that coming home from an overseas assignment will be a breeze compared to the adjustment of leaving for one. Going abroad as an expat, you are often given time to settle in and adjust to the new culture. But returning home, expectations are different, and there often isn’t adequate time or support for getting back up-to-speed.
What’s more, overseas experiences aren’t always appreciated or understood by those around you. Feelings can include disorientation, confusion, anxiety and even fear. “The expat, on paper at least, is going back to a situation with which he or she is familiar, and it is often incorrectly assumed that this process will be problem-free,” said Dorothy Dalton, a Brussels-based career transition coach. “Re-entry to a country of origin can actually be more stressful than outward transition.” The longer the length of the assignment, the higher the stress levels, said Dalton. Easing the transition. Now, a service to crowdsource employee bonus awards. It's always been up to the boss to hand out bonuses to employees. But do bosses really understand who's getting things done in the trenches, or do they play favorites? A new web platform shifts that decision to employees themselves.
Daniela Walker, writing at the PSFK site, surfaced details about Bonus.ly, a web-based platform designed to enable employees to reward their co-workers for jobs well done. Employers sign up for the service, then allocate a sum of money each month that then gets distributed upon individual employee recommendations. Essentially, the site is crowdsourcing the doling out of bonuses. On its website, Bonus.ly makes the case that a peer-to-peer recognition program provides transparency to the bonus process. A case study posted at Bonus.ly's website illustrates its implementation at an Oracle division, rolled out to 78 department employees this past November: "Each of the team members received a monthly 100-point allowance, recurring monthly. Idea Analysis: Building a Great Crowdfunding Campaign - Part 2 - EntreCity - City of Entrepreneurial Learning and Sharing.
Part 2: Pre-Launch As part of an ongoing series on Crowdfunding, this week, we take a look at the steps of launching a great Crowdfunding campaign, including pre-launch and post-launch strategies. Today we talk about the steps to take before you launch your campaign. In Part 1, we introduced you to the concept of Crowdfunding and provided you with ways in which to analyse whether this form of fundraising would be the best fit for raising capital for your product or service. In Part 2, we look at preparing a crowdfunding campaign, if you decide that crowdfunding is indeed the way to go. The following 10 strategies should be borne in mind prior to the launch of your crowdfunding campaign. The first five are general pre-launch strategies and the last five are marketing strategies that are an integral part of successful crowdfunding campaigns: Have A Clear Goal In Mind: You are pitching to investors and to customers.
Want to Read the Rest of the CrowdFunding Series? Führen einer verstreuten Mannschaft - hofmannalbrecht - Gmail. Are You a Great Manager - 5 Key Skills - hofmannalbrecht - Gmail.