Earlier this month, the world watched an unprecedented attack on the Capitol in Washington, DC. Many – but not all – lay responsibility at the feet of President Trump. Some say it was due to the speech he made shortly before the attack; others say it was also due to tweets he made leading up to it. Twitter has been the president’s preferred way of communicating directly to the public, and he has tweeted thousands of times during his presidency to his more than 80 million followers. But less than a day after the January 6th attack, Twitter
Why do we have leaders? The answer is all in the name, right? We can’t get to where we’re going, if it’s more than one of us, without someone to lead us there. We need someone to make the tough decisions, or plan the strategy, or communicate on behalf of everyone else. Ok, yes, to all of that. But that’s what everyone else gets – the followers, if you will. What does a leader get out of being the leader? How do teams benefit leaders? The obvious answers are power, or accolades or whatever. That’s probably true –
Hiring in 2020 is down. That is hardly a headline in the midst of a pandemic that has impacted millions of people around the world and nearly every country on earth. But, companies do have to find ways to keep operating, and they’ll need to be able to do so in an environment that looks a lot more like 2020 and a lot less like. . .ever before. Let’s not call it post-coronavirus; let’s say post-coronavirus reaction. What do companies need as they hire with an expectation that where we are now is the scenario for at least
Chief technology officers and heads of people development & management will be front and center in 2021. The future of the workplace is a digital workplace. However, as much as we thought we had technologically advanced in the last couple of decades, 2020 has completely changed the landscape. One Deloitte study articulated that one of the toughest balances facing companies getting ready for 2021 is “the tension between preparing for a return to previous activities and routines — getting back to work— while also embracing a new reality — rethinking work.” CTOs will play
Around the world, 2020 is going to be remembered as extraordinarily difficult. The coronavirus pandemic has passed the six-month mark, and impacted millions around the world. Sadly, it’s not only not over, it’s very possibly going to have another wave this autumn. With a vaccine months away, at best, we have to learn to live with COVID-19 as a new way of life, not an event to get past. In our work lives, that affects a lot of how we do things. Managing people during coronavirus, for example, is now largely done remotely. And we need to do
As globalisation has become the business norm (and frankly, our personal norms too), it’s become more important than ever to understand that almost nothing is local anymore. Or at least, not local in the way that it was thirty or even twenty years ago. It’s key to get the global understanding vital for corporate success today. And truly appreciating how local culture and politics and instincts are different from one place to another requires more than the occasional business trip.
How do you get truly get more global understanding for business?
This is the second blog in a two-part series.
In my last blog on leaders, I pointed out how you can be a boss — as in someone who people report to — without being a leader, meaning someone who you want to follow. But what if you’re not in a leadership position yet? If you’re still a “follower,” you may wonder if your boss is the right person on which to model your own strategy and decision making. But
This is the first part of a two-part series. Next time: how to find leaders worth following.
It’s a simple question, but perhaps not an easy answer – what are the signs of a leader, as opposed to just a “boss”? Are you just someone people report to? It’s different to head up a team on an organisational chart, to put in performance reviews and assign work to people. Yes, you’re the boss.
But being a leader isn’t really about any of that. You can be a leader even
Happy new year!
People have different opinions about New Year resolutions. Some people seem to downright relish the idea of assessing where they are at the beginning of a new calendar year and setting out goals to improve themselves. Others emphatically embrace the idea that the best way not to fail to keep a resolution is to not make one in the first place. I think many of us are somewhere in the middle. But even if you are in the no resolution camp, I think we all benefit from thinking about our professional legacy.
A few years ago we were having a debate at the office about how to approach problems. That’s a wide statement, of course. But the conversation was not about how to solve any issue in particular. The discussion focused more on a certain template to our processes, and how that presupposed other things. How we identify problems, whom we assign the resolution to and why we choose one person over another. Like so many things, these decisions are partly determined by our generational perspective. But generations solve problems differently. So do older decision makers need an overall reset?