One morning at SxSW, Jody Greene moderated a panel with three bay area powerhouse women, Trish Costello, founder of Portfolia, Theresia Gouw, founder of Aspect Ventures and Fran Maier, founder/chair of TRUSTe. Each having been previous entrepreneurs, now investors and board members of public companies. The conversation was multifaceted on the topic from the viewpoint of board members and entrepreneurs. Continue reading
by Gwen Moran
When it comes to managing your company and serving your customers, you need to be confident that things are getting done. If you don’t build a culture of accountability, holding your employees and yourself responsible for behavior, follow-through and values, it could soon start affecting your bottom line. Continue reading
by Gianpiero Petriglieri
There is an old cartoon I often show to the managers I work with. It portrays a smiling executive team around a long table. The chairman is asking, “All in favor?” Everyone’s hand is up. Meanwhile, the cloud hovering above each head contains a dissonant view: “You’ve got to be kidding;” “Heaven forbid;” “Perish the thought.” It never fails to provoke awkward laughter of self-recognition.
I have a name for this cocktail of deference, conformity and passive aggression that chokes people and teams. I call it violent politeness. Continue reading
by Peter Economy
Your top performers are the lifeblood of your company. Recent surveys suggest many of them are looking for new jobs. To hang on to them follow this essential action plan.
No matter how carefully you hire, inevitably your employees will differ in important ways. Some will be good-humored, intelligent, have a strong work ethic, and always be eager for new challenges. Others will be less so, or worse. You want to do everything you can to keep the first group, because they are critically important to the company’s success. Here are five things you should do to retain your top performers. Continue reading
by John Beeson
In most organizations, professionals who want to move up get lots of feedback. Did you hit your numbers? Make your budget? How did you perform in managing a major project? Many companies provide you with so-called 360-degree feedback based on anonymous surveys from your boss, peers, and direct reports. And there is also, of course, your annual performance review. In reality, for managers seeking promotion, such feedback is of only marginal benefit because its frame of reference is how you’re doing in your current job, at your current level. To maximize your career progress, you need answers to three questions that focus on upward mobility — the answers to which are elusive in the vast majority of organizations. Continue reading
