Tag Archives: Leaders

The simple way to be a better leader

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iStock_000008828650Small[1]By Avery Roth

The world of work is changing at a furious pace. Innovation and disruption are causing radical market share shifts in many industries.

Millennials and working families are driving growth in remote work setups. Consumers and employees are demanding sustainable enterprise, which has a profound impact not only on economics, but also on organizational design and culture. Whereas yesterday’s leaders had a relatively clear sense of their market and the tools in their kit, today’s leaders face a landscape that shifts like a desert dune, and their toolkit is constantly becoming obsolete. Continue reading →

Why We Pick Leaders with Deceptively Simple Answers

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By Gianpierro Petriglieri

 

 

To distressed people in troubled times, the least rational leaders make the most sense. This hundred-year-old theory harks back to the work of Sigmund Freud — and having to resort to it to explain a leader’s rise is never good news.

After all, a decade after he cast light on the social forces that would sink Europe into the abyss of totalitarianism, an ailing Freud was forced to flee Vienna for London, where he could, as he put it, “die in freedom.” It was 1938. Soon after, hundreds of thousands began to die for it.

Although most people associate the Viennese psychologist with his controversial conjectures about the unconscious mind, sexuality, and neuroses, fewer know (or acknowledge) that he also put forward one of the most enduring and validated theories of leadership. Continue reading →

Overcome Your Reluctance and Start Negotiating Your Salary

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by Judith White

fullrpoNegotiating your salary can reap huge, long-term benefits, and negotiating deals with internal and external partners can create value and advance your career. So what’s stopping you from doing it? Throughout my 15 years of teaching and coaching negotiations, I hear the same three excuses over and over: “What if they get upset with me for asking?” “What if they say no?” and ”It’s not like me to ask.” In this post I’ll describe why we make these excuses and tell you how to overcome them.

First, prepare. Check that your reluctance isn’t simply due to a lack of preparation. If you’ve read a book on negotiation, taken a course, or paid close attention to a good negotiator, you know that the secret to having the conversation go the way you’d like is preparation. Let’s assume you’ve prepared but you’re still putting off the conversation. Which of the following excuses sounds familiar? Continue reading →

What is top talent and how is that identified?

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As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process.  Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the seventh in a series of blogs/interviews with senior executives who are thought leaders in the areas of  Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

SanjaySanjay Arora is the Chief Operating Officer (COO) for Global F&A with Arvato Financial Solutions – A Bertelsmann Group Company  (Bertelsmann is a media, services and education company that operates in about 50 countries around the world. The company has 117,000 employees and generated revenues of €17.1 billion in the 2015 financial year.)

Prior to this, Sanjay Arora was the Managing Director at Accenture responsible for Pacific CMT BPO Operations.

Prior to Accenture, Sanjay held several positions in American Express for Global Reporting, Global Re-engineering & Transformation Initiatives and for setting up Global Shared Services Center in India. Continue reading →

How to Really Customize Leadership Development

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by Gianpiero Petriglieri

 

 

There is a question executives always ask early on, when they consult potential partners for their companies’ leadership development initiatives:

“Will it be customized?”

The answer, today, cannot be anything other than a resounding “Yes!” Because “customized” has become a synonym of “good” for leadership development.

Sometimes, however, that question hides a request for subordination. It is a nicer way to ask, “Will you do everything that I demand?” Other times, it is the starting point of a professional collaboration, an invitation to learn and work together.

Promising customization, then, is not always good if it stops us from exploring what customization means, what good it is for, and who it is good for.

The important question executives and educators ought to discuss, as I see it, is not whether a learning initiative will be customized — but how. Continue reading →