One issue for companies is that companies are made up of people. Seriously – we sometimes speak breathlessly about what a company does as if it is a living breathing thing, be it monster or miracle, making choices independent of any human force. Organisations are not progressive or traditional or inclusive or not; the people who work in them make decisions that support – intentionally or not — a corporate culture and develop a reputation. That said, there are both individual acts and collective choices that happen inside of companies that are different from individual private acts. When
Most days organisations don’t make long-term, enterprise-wide decisions based on current events. But these are not most days. The coronavirus has shifted from an unexpected, life-altering, abrupt event, to a universal, dominant, ongoing presence in our lives. In fact, “presence”, understates it. It has become the lens through which we see most of our decisions. If there is a silver lining to world events this year, it might be that necessity has not only bred invention but provided the platform for long-term digital transformation during coronavirus. For businesses everywhere, digital transformation begun during coronavirus was employed as a
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?
A few years ago I wrote a blog called “If you think you’ve ‘arrived’ you’re in trouble!”, warning people of the importance of continually reinventing yourself. My point in that blog was that I often see people work very hard their entire careers, and then reach what they see as the pinnacle of success. But, that is the moment at which they stop pushing themselves, stop learning, and just enjoy the view instead of creating something new up there. That’s
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.