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
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
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
I want to tell you a story about two leaders I worked with back when I was a management consultant. They were peers and senior leaders in the same company. Both were in similar roles and in charge of very large teams. We will call them James and Richard. Made-up names, for sure, but their story is very real. In fact it is a story that I saw regularly played out in clients across the world. The story doesn’t end happy or sad, but billions of dollars were lost and I learned a valuable distinction about success in business that I want