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Dated: 09-19-2013
In 1907, an American engineer named Theodore Cooper was leading a project to build the Quebec Bridge. Once complete, it would be one of the largest and longest structures ever built, spanning the St. Lawrence River. It would provide an economic boost to the region, enabling goods to be shipped more easily by rail between the American New England states and the Canadian province of Quebec.
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8
Dated: 09-19-2013
I don’t have to convince you of the power of a creating and maintaining a professional network, do I? Or that networking should be done not only inside your current company but also outside of its walls? Or that networking is often listed as one of the most important unwritten rules of success in business? And that research shows that your next business opportunity (and often, your next job) is more likely to come from a loose connection in your network than from a friend or close colleague?
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8
Dated: 09-19-2013
Leaders have known the value of collaboration for years. They talk about the need for cross-functional teams to solve complex problems and to break down silos across the enterprise. However, many find that this level of collaboration—in which people quickly come together to create an environment of trust and safety, where people can share their different perspectives and create breakthroughs—is not the norm.
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8
Dated: 09-19-2013
How effectively and accurately do you assess talent when you conduct job interviews and when you judge their abilities and make decisions about their careers? I find that two behaviors impede the ability to effectively recruit and hire global talent—interview bias and inaccurate talent assessments.
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8
Dated: 09-18-2013
One-size-fits-all principles of management don’t work. The strategies that help you excel may not help your colleagues or employees; what works for your boss or your mentor doesn’t always work for you. Personality matters.
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8
Dated: 09-18-2013
When Jack Zenger and I discovered that what makes leaders great is the presence of strengths, not the absence of weaknesses, we shifted our view about how leaders can best improve. And when we teach people about building on strengths, many have an ah-ha experience that reinforces their intuition that our strengths make us successful.
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8
Dated: 09-18-2013
One-third of employers globally are experiencing difficulty finding talent (per ManpowerGroup’s 2013 Talent Shortage survey). This is exacerbated in countries undergoing major demographic shifts—with either a surge in youth or a rapidly aging population.
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8
Dated: 09-18-2013
Some 34 years ago, I last sat in Peter Drucker’s class at then Claremont Graduate School and heard him lecture on management. Living only 30 miles from him in Pasadena, California our relationship continued after I graduated with my PhD. So while my studies are over and Peter has left us, I continue to learn from him as I evaluate his ideas and what they mean for us.
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8
Dated: 09-18-2013
Right now, somewhere in your company, some employee is rolling his eyes over a policy or rule that leadership created. The eye-roll—and the defeated shrug—are the silent protests of people in every department. If you want to know the true source and depth of their frustration, invite them to a brainstorming meeting. Everybody loves those.
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8
Dated: 09-18-2013
Few war heroes capture the imagination like General Francis Marion. Marion was physically unattractive, stood only five feet tall, and walked with a limp. But, two qualities made him a major contributor to the defeat of the British in the Revolutionary War: courageous leadership and ingenuity (earning him the name the swamp fox).
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