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. The situation facing the CEO will be familiar to many senior executives. This approach is misguided. 1. One of the best listeners I have ever observed was the chief operating officer (COO) of a large medical institution. “Well, actually, we haven’t sold any!” 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? “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. One source of this insight is social network analysis, the mapping and mathematical study of informal links in an organization, gathered through surveys and logs of meetings, phone calls, and e-mails over time.
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. 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. For the past 12 years, I have studied the so-called generation gap through empirical research, and have found that stereotypes of millennials in the workplace are inconsistent at best and destructive at worst. Myth #1: Millennials don’t want to be told what to do. The reality: The idea that millennials are not willing to comply with authority is flat-out wrong. Myth #2: Millennials lack organizational loyalty.
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. 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 Troisième constatation: les disparités sont encore grandes pour certaines thématiques. Le temps partiel s’étend Enfin, dernière constatation: le temps partiel ne cesse de gagner du terrain: il varie d’une catégorie à l’autre. 1 Procter & Gamble 2 Banque Cantonale de Fribourg 3 Credit Suisse 4 Etat du Valais 5 Japan Tobacco International Pour cette 4e édition, Bilan a fait appel à la société de conseil HKP. Catégorie «Grandes entreprises»
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. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered. 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. 4. Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. 5.
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. 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. Making positive eye contact is one of the best job interview strategies to follow. Thus, it is very important that you make eye contact when you first meet interviewer and shake hands. 7. 8. 9. 10.
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.
A Printable Guide to Social Media [#Infographic] | Management et culture digitale
