Need a supply of talent? If it’s time to hire, it’s already too late.
The movie Glengarry, Glen Ross famously features a scene where Alec Baldwin lectures a room of salesmen on how to convince prospective investors to buy the real estate they’re pushing. “A-B-C!” he screams at them. “Always be closing!” His point, of course, is that you should see every contact as an opportunity to make a sale. While that’s an aggressive tactic pushed by a ruthless boss, there’s a (much) softer point to consider when it comes to networking, especially in order
One of the challenges of initiatives regarding promotion of women in the workplace is that it can feel like a chicken and egg problem. Studies show that women in positions of power are more likely than men to hire and promote other women. And there are obvious reasons for women to mentor women. And in the era MeToo, it seems a particularly dicey time to encourage men to mentor women in the workplace. But as I wrote in a prior post about the challenges of female leadership, just 7% of the CEOs in the FTSE 100 are
Second in a two-part series. This is the second of two posts about how to use 360-degree feedback. Last time we discussed why this method of assessing performance is problematic. This time: better ways of using 360-degree feedback effectively in individual business relationships.
Everyone has been at a music concert, or listening to a lecture, when someone steps up to the microphone and instead of a human voice there’s nothing but that horrible screeching sound that tries to pluck your eardrums out of
First in a two-part series. This is the first of two posts about 360-degree feedback in performance evaluations. This week we discuss why this method of assessing performance is problematic. Next time: better ways to use this feedback to improve individual business relationships.
Someone asked me recently about performance evaluations, specifically, whether 360-degree feedback in performance evaluations was useful. The argument in favour of them is that by getting a feedback from not only your manager, but also your direct reports, internal clients, external clients, peers and . . . whomever else you can
The other day, a friend of mine told me about a new employee at her office. The woman on first glance was just another twenty-something new hire with what my friend called “appropriate business look”. Apparently the woman had an unremarkable hairstyle in a natural-looking colour (“no streaks of purple or green”), simple jewelry (“only her ears were pierced”), and a tailored, silk blouse. At the meeting, she was articulate and well-informed on the subject matter, with insightful questions and useful ideas. Then, when she raised her hand to make a point . . .she revealed a sleeve
I’ve been asked more and more frequently how managers can be sure they are being sensitive and inclusive. In almost all cases, I get the question from well-meaning, but fairly stressed executives, often men, usually in their late 40s to early 50s. They have teams that include women, LGBT members, and international employees. ‘
While they all appreciate and actively look for diversity, they recognize their own limitations in being able to identify opportunities to celebrate and unify a diverse team with such different backgrounds and experiences. While more than 70% of executives are white men, the increasing diversity of
I was recently asked to give advice to a professional that was really struggling with the best way to succeed in a divided workplace. She asked: “At my job, you can tell that employees are divided in many ways. I’m not the type of person to fall into groups because it’s what everyone expects or it’s how you get things done. So, how can I get ahead, as an individual, without compromising my character?”
A divided workplace is tricky business – here’s how to use your head and keep your soul:
It’s totally understandable why you’d like to be a grown-up and
Jeff Bezos is, at the time of this writing, the wealthiest person in the world. Born in 1964, Bezos is on the cusp of Baby Boomers and Gen X. Some say Gen X started a year or two later, so you can find whichever definition you want to claim him or not. But you can’t deny the changes Amazon has brought to consumers and businesses, and Bezos aside, you can’t deny that Gen X is driving change in organisations more generally. The founders of Google were both born in 1973. Sheryl Sandberg, COO of Facebook, was born in 1969. Jack
If you were born between roughly 1965 and 1980, then you have a lot of great skill sets, but some have become rarely needed (reading a map) to rarely used (reading cursive) to downright quaint (writing cursive). What’s not debatable is that certain skills Gen X employees need are paramount to remaining competitive. As of 2018, Xers were expected to be 60% of the workforce. But you don’t want to just be in the game, you want to be at the top of it.
Here are skills Gen X employees need:
Leverage: inter-generational collaboration. In one study, Gen X employees scored highest
An article in 2016 about then-Yahoo CEO Marissa Mayer focused on a sample version of Mayer’s CV, put together by resume-creation company, enhancv. In other words, this was not Mayer’s own actual CV as written by her; this was a promotional product made by an organisation in the business of selling resume-writing services. Nonetheless, the article went on to point out statements in “her CV” as flaws or warnings about Mayer’s less successful professional decisions.
The article then used a quote from Mayer from eight years prior — about her cupcake baking — as early