Veille informationnelle. A Printable Guide to Social Media [#Infographic] | Management et culture digitale. How leaders kill meaning at work - McKinsey Quarterly - Governance - Leadership. As a senior executive, you may think you know what Job Number 1 is: developing a killer strategy. In fact, this is only Job 1a. You have a second, equally important task. Call it Job 1b: enabling the ongoing engagement and everyday progress of the people in the trenches of your organization who strive to execute that strategy.
A multiyear research project whose results we described in our recent book, The Progress Principle, found that of all the events that can deeply engage people in their jobs, the single most important is making progress in meaningful work. Even incremental steps forward—small wins—boost what we call “inner work life”: the constant flow of emotions, motivations, and perceptions that constitute a person’s reactions to the events of the work day. Beyond affecting the well-being of employees, inner work life affects the bottom line. But what about a company’s most senior leaders? Four traps We don’t claim to have all the answers. Trap 1: Mediocrity signals. The executive's guide to better listening - McKinsey Quarterly - Organization - Talent.
A senior executive of a large consumer goods company had spotted a bold partnership opportunity in an important developing market and wanted to pull the trigger quickly to stay ahead of competitors. In meetings on the topic with the leadership team, the CEO noted that this trusted colleague was animated, adamant, and very persuasive about the move’s game-changing potential for the company. The facts behind the deal were solid. The CEO also observed something troubling, however: his colleague wasn’t listening.
During conversations about the pros and cons of the deal and its strategic rationale, for example, the senior executive wasn’t open to avenues of conversation that challenged the move or entertained other possibilities. What’s more, the tenor of these conversations appeared to make some colleagues uncomfortable. The senior executive’s poor listening skills were short-circuiting what should have been a healthy strategic debate. This approach is misguided. 1. The CMO blanched. 2. 3. The Right Role for Top Teams. Think of the top teams you’ve known that have had the greatest impact. Did their value come from the meetings they conducted and the decisions they made together?
Or from something else? In most companies, the phrase top team is a misnomer. Senior executives throughout the company may clamor for a seat on the leadership committee because that is where the key strategic decisions are supposedly made. But in actuality, the group rarely conducts its work in unison, as a deliberative body or a source of command. “If I consider what our top team needs to do well,” said the president of an investment bank in the wake of the financial crisis, “it is not so much about senior team building or planning for 10 years out.
Organizations that want to improve the effectiveness of their top team — and therefore the performance of the full organization — need to start by recognizing the true source of the top team’s value. Five Millennial Myths. If you believe the conventional wisdom, everyone under the age of 30 is needy and narcissistic.
They want the corner office and a company car, but they aren’t truly committed to their organization. They don’t take kindly to criticism, but can be easily won over with the next hot gadget. Such stereotypes of millennials abound, and some may have a degree of truth. But as this massive cohort enters the workforce in increasing numbers, can companies afford to put their trust in these types of characterizations? I’ve seen many corporate leaders and human resources departments twist themselves in knots trying to accommodate what media and marketers have told them are the preferences of this new generation of employees.
They spend enormous sums on strategies to engage millennials — strategies such as corporate social responsibility initiatives, iPad giveaways, and workshops to help older managers better communicate with younger staff. Myth #1: Millennials don’t want to be told what to do. Travailler en Suisse - le blog de David Talerman. Your 2013 job-search guide. Now that the holidays are over, the nonstop party hopping has ended and the New Year’s ball has dropped, it’s time to get serious about your job search. Yet the thought of job searching can be overwhelming — where do you start? How do you avoid missing any steps? We’re here to take some of that anxiety away by breaking down the job-search actions to take throughout the year. While there’s no one-size-fits-all approach to job hunting, this should serve as a guide to ensure you’re setting yourself up for a successful search.
We’ve put together a brief quarter-by-quarter overview to help frame your job-search plan for the year. Q1 (January – March): Devote the first few months of the year to getting organized — organize your thoughts, organize your application materials and organize your contacts. Q1: Get organized Here’s a closer look at what to get started on right now: Put your goals in writing: Before diving into your job search, take a step back and organize your thoughts. Techniques recherche emploi.
10 Killer Interview Tactics You Ought to Know. Job interviews can be a mystery. But you can find success if you follow the right job interview strategies. The following 10 tips are the best job interview strategies to follow if you want to ace your next interview. 1. Study the company One of the best job interview strategies that most candidates ignore is to study the current events of the company. Knowing what the current events of the company is important so that you can ask pertinent questions. Doing so will show the interviewer that you have done your homework, and also have a genuine interest in the company. 2. As a candidate, you should be very familiar with your resume. Related: What You Ought to Know About Resume Writing 3. Many candidates don’t properly prepare for a job interview. 4. After landing an interview, you need to study the job description to truly understand what the interviewer is looking for. 5.
You know the saying, “There’s never a second chance to make a first impression?” 6. 7. 8. 9. 10. Si vous changiez de job? Les 30 meilleurs employeurs romands. Quelles sont les entreprises qui offrent de bons salaires, une salle de sport, des formations poussées ou une crèche sur place? Bilan a mené son enquête pour la 4e année. Une enquête de Serge Guertchakoff, le 11 avril 2012 Procter & Gamble reste, cette année encore, le champion toutes catégories des meilleurs employeurs romands.
Mais les autres lauréats de notre 4e enquête (soutenue à nouveau par le portail ALPHA.CH) sur les pratiques en ressources humaines ne sont plus les mêmes. D’autres champions, parmi lesquels la Banque Cantonale de Fribourg ou encore Holcim, ont émergé, suite à la création de deux catégories supplémentaires d’entreprises: «Banques & Assurances», et «Immobilier & Construction». Des prestations similaires par secteur Venons-en aux principales constatations. Plus de responsabilité sociale Seconde constatation: certaines thématiques deviennent progressivement incontournables.
Encore de grandes disparités Le temps partiel s’étend 1 Procter & Gamble 3 Credit Suisse. Management Secrets: Core Beliefs of Great Bosses. A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the "best of the best" tend to share the following eight core beliefs. 1. Business is an ecosystem, not a battlefield. Average bosses see business as a conflict between companies, departments and groups.
Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. 2. Average bosses consider their company to be a machine with employees as cogs. Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. 3. Average bosses want employees to do exactly what they're told. Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. 4. Extraordinary bosses treat every employee as if he or she were the most important person in the firm. 5. 6. 7. 8.