By Jeff Mask
Leadership is more than being in charge and managing people. Leadership that separates good leaders from great leaders, is leadership that builds other leaders.
Good leaders, excel at motivating other people to do what they are asked. Good leaders, lead followers. If you want to build a company that is enduring, having good leaders is not enough. You must build a culture of leadership throughout your organization that cultivates great leaders. Continue reading
by Natalia Karelaia
Women may face more barriers to leadership if there is a perceived conflict between their professional role and their gender. Organisations must detect any gender bias and promote a positive view of women leaders.
Two generally agreed-upon facts characterise the state of gender equality in today’s workplace. The first is that despite increased attention paid to gender disparities, society’s archetypal business leader is still a man. The second is that, thanks to enormous, painstaking efforts by women and their advocates, this situation is changing, but very slowly. Continue reading
by Art Markman
There is a paradox around vacations. We all know that it is important to get away from the office periodically. Time away from work gives you a chance to relax, to reduce stress, renew your ties with your family, and to get away from problems you have struggled with so that you can think about them differently on your return to the office.
However, as a vacation approaches, we generally look at it with dread. There is too much work to be done! There are new projects starting and others that need to be completed. How could we possibly have selected this particular week to go away? It can get so bad that you might think twice before planning another trip. Continue reading
The Regional Lead role requires a business leader capable of running a cross-industry portfolio of accounts, focused on transformation within the Procurement function. The role would lead teams whose goal it is to run healthy, growing, and profitable accounts, providing excellent service and impactful results to their Clients. The Regional Lead has an Account Team assigned to each portfolio account: an Account Lead, a Delivery Lead, and support by a centralized Procurement Operations Infrastructure group.
The Regional Lead needs to be comfortable managing multiple, and at times competing, Client priorities and Client relationships, setting in place structures that allow consistent touch points with Client sponsors (CPO, CFO, Heads of Supply Chain) while enabling their Account Teams to execute against an agreed upon direction. The Regional Lead will be the Procurement Executive point of contact for Clients, as it relates to our clients Procurement Operations work. Continue reading
We’ve all come across this type of person in our careers: the guy who is miserable to work with but who’s also “the top salesman we have.” Or how about “the smartest guy in the room,” who’s also the most unapproachable person you’ve ever met? The talent may well be there but, in today’s increasingly networked workplace, it isn’t a guarantee of success.
Sometimes, very talented people just aren’t a good fit for your organization, but more often, the problem lies in a leaders’ inability to harness or align their employees’ talent to the mission. Either of these situations can cause employees’ talent to atrophy — or, worse, give them a reason to move on to a more engaging position at another company. Your job, as a leader, is to recognize when talent isn’t being used to its fullest potential and correct the situation. Continue reading
