A panel of global IT leaders recently debated how technology will change the future of work at the Cornerstone Conference of the International Women’s Forum in Barcelona. What wasn’t up for debate? Whether it will.
The ROI of executive education is rarely measured, but that hasn’t stopped the courses from proliferating. Some are customized for specific companies, while others are open to students from many different employers. Business schools, consulting firms — all kinds of organizations develop and offer these courses to build business acumen and specific leadership skills.
Frankly, executive education is a real cash cow for many academic institutions. Corporations often shell out big bucks to send senior executives or high-potential leaders to prestigious exec ed programs. Other companies spend money to develop their own in-house programs. Some years ago, Motorola had such an extensive program that it was labelled “Motorola University.” Consulting firms also get in on the action, working with their corporate clients to develop educational offerings.
Former Mayor Rahm Emanuel is not the first person I’d turn to for contract negotiation tips. He does not have a strong reputation as a conciliator. He is not known to make nice with people. His brand is that he’s an aggressive, stubborn leader who’s quite willing to dig in his heels and pound the other side into submission.
And yet, he was able to help end The Chicago Symphony Orchestra’s seven-week strike, the longest one in their history. Negotiations had been ongoing for most of that time, but the two sides were unable to reach an agreement — until then-Mayor Emanuel intervened.
When I hear how hiring managers are screening and evaluating candidates, I sometimes think back on a young woman I once met who was single and lonely. She told me she was looking for a serious relationship and then shared how she evaluated the men she met. She checked out their shoes. If they had fashionable, expensive shoes that were properly shined, she would go out with them. If not, not.
I think that is one of the worst criteria for selecting a potential mate that I have ever heard of. What do the shoes tell you? That the guy has money and spends it on shoes? That looking spiffy is important to him? I can assure you that neither trait is predictive of a long and happy marriage.
This was the first thing that came to mind when I read a recent article by Jessica Liebman, the executive managing editor of Business Insider, who eliminates job candidates from consideration if they don’t send a thank-you email after the job interview.
I am so delighted to celebrate the 10th anniversary of the start-up of Gail Golden Consulting with all of you. This is really a joyful day for me, and for the many people who have supported and collaborated with GGC over the past decade.
Early in my career as a management psychologist I had the good fortune to learn the importance of hiring the right manager. I was helping a major retailer transform the way it did business. Anyone who has participated in a large-scale change initiative knows how difficult it is to turn a company around. There are all kinds of barriers — inertia, fear, turf battles, company politics, the list goes on and on.
I learned a lot of valuable lessons from that project. One important insight was that the key player in this kind of change process is the store manager. More than the front-line workers and more than the corporate honchos, the store manager has the presence, the customer contact, and the clout to make change happen — or not. When we focused our change efforts on the store managers, the effect was very powerful.
In a sea of demoralizing news stories, it’s important to remember the leadership lessons learned during the wonderful events. It’s been 10 years since Captain “Sully” Sullenberger managed to land his disabled passenger plane on the Hudson River, saving the lives of every single passenger and crew member. It was a remarkable and inspiring achievement.
I am fortunate to be invited to a lot of women’s meetings, and they often give me a chance to think of appropriate networking tips for women. It’s great to be around high-powered women and enjoy their energy and their achievements — but it also needs to be great for business. Coming together is one of the ways we as women overcome obstacles, help each other, and thrive.
My client, we’ll call her Amy, was receiving critical feedback, and she was upset. Her direct reports were skipping constructive criticism and going straight for harsh descriptions of her leadership style. Several of her team members described her as demanding, too bossy, and overly emotional.
As a senior executive, Amy understood how important it was to engage and motivate her team. She had worked for both good and bad bosses and recognized the differences between them. She was shocked and hurt by the feedback, and unsure of how to handle the criticism with grace.
One of the first executives I coached was a golden boy — let’s call him Christopher. In his early thirties, he was bright, handsome, and well-spoken. He had a beautiful wife and three lovely young children. He had been promoted four times in the past twenty months. From others’ perspective, Christopher was leading a charmed life. He had it all.
So why was he coming to see a psychologist? Underneath his polished exterior, Christopher was paralyzed and overwhelmed. When we finished our first meeting, I offered to see him again in a week. He paused and replied, “If it’s ok with you, I’d like to come back sooner than that.” So I scheduled a meeting for us in four days.
“As baby boomers age, ‘we are in for a death boom’” the Chicago Tribune recently proclaimed. The older you are, the more people you know who are dying. Since baby boomers are staying in the workforce longer than recent generations, that means there will be more grieving people in the workplace over the next few years — and more use of the company bereavement policy.
Business leaders may ask, “So what?” It sounds heartless, but the purpose of a for-profit company is to make money. It’s not a therapeutic community. What is the responsibility of employers or colleagues to respond when someone has suffered a personal loss?
As the shape of business shifts rapidly, it’s crucial to optimize HR for the task of attracting, retaining, and motivating top talent in an evolving landscape. Many human resource practices that were effective in 2009 are now outdated. Here are the top trends in HR today, as outlined by Linda Villalobos at Insperity, along with my recommendations for how business leaders can respond with focus and agility.