The idea of corporate social responsibility is hardly new. In particular, global and environmentally impactful companies have been historically sensitive to the role of public service. A company that earns billions, seen re-investing some of that wealth, either to the local community or a high profile cause is good PR.
Companies that operate refineries, factories, or other activities that emit exceptional noise or fumes tend to be sensitive to building relationships with local residents. Pharmaceutical organisations have often spearheaded campaigns to address diseases and other medical needs of at-risk communities in developing countries. But what is relatively new is the employee demand
You know that Millennials have set themselves apart as having an alluring (maybe) but perplexing (certainly) distinction on almost every dynamic possible. You’d have to be under a rock in a cave on an island not to be aware of the deafening chatter on why – digitalisation, global economies, weather patterns (don’t put it past someone).
In any event, it would be fair to assign a heavy influence to the speed of change – their effortless navigation at a pace in which devices, social media platforms, and even hashtags can become obsolete with startling abruptness. Perhaps they don’t even think of
Pretty much everyone loves receiving gifts. When you’re a child, a brightly wrapped box and a shiny bow is the stuff of great childhood memories. And as we get older, we often find that gift giving is nearly as enjoyable as the receiving, perhaps because it’s just as gratifying to bestow that delight.
In our professional life, the gifts we receive early in our career include getting hired, receiving a raise or earning a promotion. And as we gain seniority, it’s often a pleasure to give those opportunities to someone else. To be fair, we tend to feel – if we
Since the Great Recession of the late 2000s and early 2010s, trust in leaders and institutions has been consistently eroding or remaining stagnant. In the business world, trust in top management is vital for ensuring that employees internalize the strategies and goals of the entire company. A lack of trust can challenge the efforts of CEOs, top management teams and their Boards of Directors when they are trying to gain broad, sometimes, global followership for growth or transformation plans.
The Typical Approach – Trickle Down
In an effort to build trust and influence the company, CEOs and their teams
The world of business is competitive, there is no doubt about it. The goal of the game is making money: Driving growth and reaping profit. As the competition becomes more intense the stakes get higher and our emotions can often let us down.
In this competitive ‘dog-eat-dog’ environment an inherent human tendency will sometimes emerge. Employees can start to adopt an “us vs. them” attitude, even within the same company. Your teams will then start to compete with each other, and not in the good sense. Different parts of the organization may try to out maneuver each other, sometimes in front
It’s clear to see that workplaces are shifting. It is perhaps not surprising then, that the role of the manager is shifting also, and companies need to follow suit and evolve too. Is it time to overhaul your company’s management operating system?
Understanding Today’s Manager Role
In today’s business world, there is an increase in employee autonomy where employees are taking initiative and independently tackling problems. And while this is a positive change, in many cases it means that managers’ traditional role has been relegated to the side lines. Rather than thinking that the manager’s role is not as necessary as it
.In many ways, coaching is the new black. I realise leadership coaching is not exactly new as formal coaching arrangements have been increasing since the turn of the century. Much has been written about how to coach, however, there isn’t much guidance on how to choose your coach.
Why is leadership coaching on the increase?
In a time when corporate budgets are tightening and a plethora of inexpensive or even free business education content exists online, the necessity to go on a formal, residential course to improve one’s leadership skills may seem an
At one point in the Disney animated film Peter Pan the Lost Boys sing:
Following the leader, the leader, the leader. We’re following the leader wherever he may go. Tee dum, tee dee, A teedle ee do tee day, Tee dum, tee dee. It’s part of the game we play.
Did you ever wonder if there are rules for following the leader? In the game of business is there opportunity for a differentiated playbook when you are follower? Or, should you just ‘keep your head down and do as you are told?’
I was curious about this so I
It started out professional enough. Well, somewhat.
It was merely acknowledgment of the charisma, potential and talent of a leader with future potential. Whom she also thought was handsome…in a company that didn’t have a large pool of ‘pleasing to the eye’ male leaders. Every time he spoke she was inspired. I mean, who couldn’t help be inspired by his energy, passion, vision (and that smile…)?!
As time went on she continued to amass evidence on his:
- brilliant (?) leadership potential
- admire his dashing good looks
- be enamored by his observations of the market conditions
- be inspired in his presence
…all the while
You’ve been promoted at work. Hip, Hip, Hooray! And don’t forget the champagne! But do you know how to survive your promotion?
I’ve spent years assessing leaders for promotion. Over this time I have been able to follow many of these executives and see how things played out. I’ve come to the conclusion that achieving a promotion, being successful in the new role and surviving your promotion are entirely different matters. Here are a few things I have learned from observing these leaders.
First of all, what is my definition of survival? For the purpose of this article, my definition for survival