Tag Archives: Leaders

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 seventeenth 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.

 

 Paul is the President of Thirdbridge, a high growth, private equity backed disrupter in the research space. Third Bridge provides institutional investors like private equity firms, hedge funds and mutual funds with the information that they need to make better investments.

Before joining Third Bridge, Paul was President of Axiom Law, the leading disrupter in the corporate legal industry, where he scaled the business and oversaw a six-fold increase in size. He also held senior roles at American Express and BCG, and has a wealth of experience across the US, Asia and Europe.

Paul has a Masters of Business Administration from Melbourne Business School.

Find out more about Paul on LinkedIn.” Continue reading →

5 ways new managers can protect themselves from burning out

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By Christian Kinnear

Your company just promoted you, and you’re a newly minted manager. After a well-deserved celebration and many congratulatory messages, you come face-to-face with one harsh truth that comes with your new role–the lack of empty time slots in your calendar.

In my experience, new managers tend to make one crucial mistake–trying to do it all. They attempt to keep up with their own workload while making themselves constantly available to their team. As noble as those intentions may be, working 15-hour days won’t make you a better leader. After all, no one does their best work when they’re overly stressed.

I learned this the hard way. As soon as I realized that my round-the-clock hours were neither conducive to my work nor my growing family, I made time management a priority. To prevent burnout, I implemented the following five strategies. It’s something that I still live by today, and as a manager, I can attest that they go a long way in keeping you productive (and sane).

LEARN HOW TO SAY NO
I get it, saying no to a colleague feels terrible. But if you keep saying yes to requests, you’ll end up with an ever-growing to-do list of work that isn’t mission-critical for you or your team. Continue reading →

30 simple leadership strategies that could quite possibly stop employees from quitting

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    By Marcel Schwantes

While these strategies are by no means a be-all, end-all solution to your leadership challenges, they will shortcut your way to improving on specific situations.

Basically, if I could boil down most leadership books into a pithy collection of uber-practical tips you can apply over a month’s period, I would choose these thirty. Happy growing!

30 ways to improve your leadership in 30 Days:
1. Listen to everyone in your organization and figure out ways to get them talking, providing input and sharing/debating ideas.

2. Remember the people closest to the customer are the ones who know what’s really going on. Find out what they know.

3. Be willing to work across teams and gain the support of others. That means building relationships with people outside of your immediate network.

4. Make sure to line up your actions with your words.

5. Don’t favor certain people and ignore others. It creates division and opposition. Rather, leverage everyone’s strengths to achieve your team’s goals. Continue reading →

7 steps to becoming a thought leader

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By John Edwards

You’re the sort of person who likes to solve problems. Co-workers and colleagues come to you for advice, ideas, insights and solutions. You also enjoy being a mentor, someone who doesn’t mind investing his or her time in order to help people achieve their goals.

Congratulations. Whether you realize it or not, you’re a thought leader, an authority whose IT expertise is frequently sought and, sometimes, rewarded. Now that you’re aware of your distinct status, perhaps it’s time you put your talents to work in a way that will promote your organization — and yourself.

Positioning oneself as a thought leader opens the door to multiple benefits, says Patrick Turner, CTO of Small Footprint, a custom software development company. “While it can certainly help you find that next step up the career ladder, it can also help you build a great team in the recruiting process,” explains Turner, who has positioned himself as his firm’s top thought leader. “People today look to companies where they can learn and grow professionally, and seeing thought leadership in a company can be a big draw for good people.” Continue reading →

Why business needs a ‘moral revolution’

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By Leigh Gallagher

Acumen founder Jacqueline Novogratz issued a powerful challenge to the roomful of CEOs at Fortune’s CEO Initiative conference on Tuesday: Business had the technology revolution; now it needs a “moral revolution.”

Describing her journey of leaving a successful career on Wall Street three decades ago to start a microfinance institution in Rwanda—which turned into more than $100 million in investment across 108 companies around the globe that has used entrepreneurism to bring services to more than 270 million people in the developing world—Novogratz shared lessons and advice for CEOs seeking to help solve the world’s most pressing issues.

Among Novogratz’s lessons: Empathy alone isn’t enough, she said, because empathy allows power dynamics to remain intact. “We don’t really have to change if we feel another person’s pain,” she said. Instead, solving the world’s problems calls for business leaders to channel their “moral imagination.”

Partnering, she said, is critical for scale. She cited Acumen’s eight-year partnership with global consulting firm Bain, which includes senior partners coming into Acumen’s offices and a total of 52,000 hours of pro bono consulting, but also “reverse apprenticeships.” These involve Bain embedding its young leaders in externships at Acumen initiatives in the field—in Ethiopia, say, or post-conflict Colombia—after which they come back with a different level of understanding of things like the supply chains in which their large-corporate clients are working in. “It makes them better leaders,” she says. Continue reading →