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B USINESS is not a discipline, but an endeavor made up of disciplines such as accounting, communications, economics, finance, leadership, management, marketing, operations, psychology, sociology, and strategy. Lesson: The higher one rises in an organization, the more one must be a generalist.
Over time, the balanced investment approach of asset diversification has proven to yield reasonably predictable rates of return. Not super sexy rates of return, but rates in which you can have some degree of confidence. And, by now, you may be asking yourself, “I thought this was a leadership blog.
This post was recently published in SmartBlog on Leadership : According to a new study by the Korn-Ferry Institute, “knowing thyself” isn’t just a nice-to-to; self-awareness flows directly to a firm’s bottom-line I’ve been sharing this information with my network and it’s generating a lot of interest. It’s called the “knowing-doing gap”.
In the volatile, uncertain, complex and ambiguous (VUCA) business landscape expected to continue for 2015, leaders face many challenges , requiring aggressive, sustained talent management strategies to prepare them for success. Two times more likely to place value on interacting over managing skills.
An analysis by Korn Ferry (NYSE:KFY) shows that public companies with a higher rate of return (ROR) also employ professionals who exhibit higher levels of self-awareness. . Building Your Leadership Brand. Managing a Successful Career. A collective focus on personal improvement leads to improvements in the organization.”.
” Choices about whether and how to use money to remedy social problems should be left to individuals, he argued, who would be in better position to provide it if they were not being in effect taxed by corporate managers who thought they had better ideas for how to spend it.
Effective executives understand the productivity and customer loyalty future depends as much on motivating and managing their machines as inspiring their people. Empowering smart machines to — pun intended — live up to their potential may well become the essential new 21st-century leadership skill.
Once the strategic vision is in place, senior leadership, including the CEO, will need to champion it personally in order to overcome institutional resistance and break down silos between departments. It takes time to execute these types of organizational changes—and the pace is wholly dependent on the actions taken by management.
My favorite Peter Drucker misquotation is, “If you can’t measure it, you can’t manage it.” ” Drucker wrote a great deal about how managers should measure performance, but this particular phrase didn’t come from his pen.
This means that many emerging market risks get cut from the senior leadership agenda. We believe that business-friendly candidates could win, but companies should make sure that their Mexico investments have an acceptable rate of return even under this populist scenario. When it comes to Brazil, the economy is picking up.
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