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5 Daunting Truths About Twitter. Here are 5 reality reminders to protect you from unbridled twitter-for-business mania.

5 Daunting Truths About Twitter

September 20, 2011 I have no doubt that Twitter offers a new world of possibilities for business use. At the core, it’s potentially a leveler, offering a trade-off between buying attention through more traditional marketing methods and earning attention instead, by generating credible interesting content. A Template for Killer Website Content.

How centered leaders achieve extraordinary results - McKinsey Quarterly - Organization - Talent. For the past six years, we have been on a journey to learn from leaders who are able to find the best in themselves and in turn inspire, engage, and mobilize others, even in the most demanding circumstances.

How centered leaders achieve extraordinary results - McKinsey Quarterly - Organization - Talent

And the business environment has become more demanding: the global financial crisis and subsequent economic downturn have ratcheted up the pressure on leaders already grappling with a world in transformation. More than half of the CEOs we and our colleagues have spoken with in the past year have said that their organization must fundamentally rethink its business model. Our work can help. Changing companies' minds about women - McKinsey Quarterly - Organization - Talent. Despite significant corporate commitment to the advancement of women’s careers, progress appears to have stalled.

Changing companies' minds about women - McKinsey Quarterly - Organization - Talent

The percentage of women on boards and senior-executive teams remains stuck at around 15 percent in many countries, and just 3 percent of Fortune 500 CEOs are women. The last generation of workplace innovations—policies to support women with young children, networks to help women navigate their careers, formal sponsorship programs to ensure professional development—broke down structural barriers holding women back. The next frontier is toppling invisible barriers: mind-sets widely held by managers, men and women alike, that are rarely acknowledged but block the way.

When senior leaders commit themselves to gender diversity, they really mean it—but in the heat of the moment, deeply entrenched beliefs cause old forms of behavior to resurface.