Avoir un mentor, un tremplin pour réussir professionnellement. Que ce soit au sein d'une même société ou pour un même métier, avoir un mentor peut se révéler un excellent moyen de franchir les étapes, et de maîtriser les codes. Chaque carrière professionnelle est ponctuée de hauts, de bas, mais surtout de rencontres: collègues de travail, maîtres de stage, managers... Parfois même, une - ou plusieurs - de ces rencontres peuvent conduire à un lien professionnel particulier: l'un occupe le statut de mentor, et l'autre de mentoré.
«La relation entretenue entre les deux protagonistes peut faire penser au principe du maître et de l'esclave d'Hegel. Tout mentor a besoin d'un élève, comme tout élève a besoin d'un mentor» remarque Emery Doligé, consultant dans le secteur des médias. Questionnés sur le web, les internautes ont été nombreux à donner leur avis sur cette relation, qui peut grandement faciliter l'ascension professionnelle. » Retrouvez les dernières offres d'emploi avec Cadremploi. Assume the Good; Doubt the Bad. A few years ago I was leading a learning and development organization at Nike. One of my staff, Sue, was responsible for managing the Nike Professional Development Center, which included opening the Center each morning at 7:00. Sue was a salaried employee and averaged a 45-hour workweek. One day I noticed that Sue left at 1:30 in the afternoon without saying a word.
The next day, she left at 2:00. The next, 1:30 again. I started to get a little annoyed and, despite all previous evidence to the contrary, I began to wonder if Sue was slacking off. Unfortunately, I let this go on a few more days until another employee came to me to report that Sue was leaving early each day. I called Sue into my office and said, “I noticed you have been going home between 1:30 and 2:00 every day for the last week. Notice the language. Sue’s response: “I’m so sorry, John. Can you imagine how that conversation would have gone if I had assumed the bad—that Sue was slacking off and leaving early? Like this: Taming Your Company's Most Elusive Beast - Julian Birkinshaw. By Julian Birkinshaw | 7:00 AM November 7, 2012 Management thinking is inherently faddish, but there are some favorite themes that never fall out of favor.
Innovation is one those evergreen themes: it is a rare CEO who doesn’t list innovation as one her top four or five priorities. But innovation is an elusive beast. Setting aside a few well-known exceptions, the vast majority of established firms feel there is a big gap between their efforts and their achievements. R&D investments have been made, stage/gate processes have been built, creativity training courses have been run, and yet the outputs — exciting new products and services — don’t seem to be falling into place. So what to do? We can look to companies renowned for innovation — like Apple and Google — and try to learn from them.
So what are these principles, and who is experimenting with them? Time Out. Loosely defined roles. Tolerance of Failure. Have you noticed a key theme that links these three principles? For Apple, a Big Loss Requires a Balancing Act. Why Some People Have All the Luck - Anthony Tjan. By Anthony K. Tjan | 11:42 AM July 6, 2011 Some business builders just seem to have more luck than others. In fact, many of the entrepreneurs and business builders I know say luck is a driving factor in their success. But luck in business isn’t entirely, well, luck. Over the course of now hundreds of interviews, collaborations and interactions with entrepreneurs, my co-authors Richard Harrington and Tsun-yan Hsieh and I found that, while there are certain types of luck which you cannot affect (deterministic or probabilistic or elements such as where you were born, or which card you draw from a deck of 52), there is absolutely a lot of luck that you can meaningfully influence. How? We have found in our research that people who self-describe themselves as lucky in their entrepreneurial profile with us tend to be luckier because they have the right attitude. 1. 2. 3.
The basic equation of developing the right lucky attitude therefore is quite simple. Think Like an Innovator - Video. 3 Tips for Dealing with an Urgent Request - Management Tip of the Day - July 08, 2011. La méthode "lean", le retour du pire du travail à la chaîne. How to Become a Great Finisher - Heidi Grant Halvorson. By Heidi Grant Halvorson | 10:01 AM June 22, 2011 The road to hell may or may not be paved with good intentions, but the road to failure surely is. Take a good look at the people you work with, and you’ll find lots of Good Starters — individuals who want to succeed, and have promising ideas for how to make that happen. They begin each new pursuit with enthusiasm, or at the very least, a commitment to getting the job done. And then something happens. Somewhere along the way, they lose steam. They get bogged down with other projects.
Does all this sound familiar? More than anything else, becoming a Great Finisher is about staying motivated from a project’s beginning to its end. In their studies, University of Chicago psychologists Minjung Koo and Ayelet Fishbach examined how people pursuing goals were affected by focusing on either how far they had already come (to-date thinking) or what was left to be accomplished (to-go thinking). Intuitively, both approaches have their appeal. 3 Rules for Making Your Writing Clear - Management Tip of the Day - June 14, 2011. The Best Investment You Can Make - Umair Haque. It’s the burning question many of you have been hurling at me recently: “So instead of idly waiting around for the so-called mysteriously reluctant non-recovering recovery, what should we do to survive this never-ending raging crisis?”
Here’s a tiny suggestion. The “best” investment you can make isn’t gold. It’s the people you love, the dreams you have, and living a life that matters. Now, some among you will probably roll your eyes and snicker: “Hey, bro, want fries with that hopelessly naive idealism?” But you’re probably willing to entertain the idea that maybe the great systems of human organization, whether political, social, or economic, aren’t creating a meaningful prosperity as well as they could. And cynicism’s the surest path to mediocrity. So allow me to explain. If we all invest in gold, the price of gold skyrockets. Here’s what I’m not suggesting: that you impoverish yourself financially to enrich yourself spiritually, intellectually, relationally, and emotionally. Why a Great Individual Is Better Than a Good Team - Jeff Stibel. Don't Mix Business with Pleasure - Management Tip of the Day - June 10, 2011. June 10, 2011 Working with friends can be fun.
But to keep these relationships smooth, you need to follow a few rules. First and foremost, never send a business email disguised as a friendly "hey, how are you? " Conversely, if you're reaching out as a friend, don't talk shop. Maintain a healthy separation between business and your personal lives. Adapted from "Stop Mixing Business with Pleasure" by Jodi Glickman. Do a Project Premortem to Avoid a Postmortem - Management Tip of the Day - June 27, 2011. Stop Trusting Your Instincts - Ted Cadsby. By Ted Cadsby | 1:16 PM June 30, 2011 Flying on a clear day, a pilot can see everything out of the cockpit: the visual cues match the instrument readings so there is no ambiguity about what the plane is doing.
But piloting at night is completely different: you are flying blind so you are entirely dependent on the instrument readings. In fact, you should rely exclusively on the instruments because your internal instincts will lead you astray. Without visual cues, our brains try to makes sense of position and direction by relying on a sense of balance created by mechanisms in our inner ears.
But our inner ears can be easily fooled: in the darkness, a plane can feel as though it’s ascending or descending when it’s doing the opposite. The inner sense of balance is such a strong instinct that a pilot will be tempted to disbelieve the instruments when they contradict gut feelings. John F. In the course of our daily lives, we humans are skilled day-time pilots. Building a Resilient Organizational Culture - George S. Everly, Jr. By George S. Everly, Jr. | 8:43 AM June 24, 2011 Current events teach us that crisis and even disaster occur far more frequently than previously anticipated. Japan’s post-tsunami crisis and repeated tornadoes of the Southern and Midwestern US demonstrate the vulnerability of modern infrastructures to the forces of nature. Wall Street’s meltdown, the subsequent recession, and the consequent demise of discretionary spending remind us that human-made disasters can be devastating in other ways. The key to not only surviving such events, but to prospering during such upheavals, we argue, is human resilience.
My colleagues and I have observed human resilience in individuals ranging from accountants to law enforcement personnel, and even former US Navy SEALs. Our observations have led us to believe that, just as individuals can learn to develop personal traits of resilience, so too can organizations develop a culture of resilience. All of these can be learned. 3 Tips for Leading People Older Than You - Management Tip of the Day - June 28, 2011.