The issue with our triggers is that in a bid to get it all, we can end up losing it all.
Embracing lopsidedness will—and it must—become more prevalent. The modern business world is complex. Dealing with complexity is a team sport. It requires deep expertise across a range of topics, each of which may be possessed by different individuals on your team.
Who hold the onus of managing generational diversity then? Is it the more mature generation i.e., boomers and Generation X or the relatively younger generations millennials and Generation Z? Undoubtedly, this onus lies with every generation.
Culture can go wrong at the drop of a hat. What is a leader’s role in preserving it and aligning the team’s priorities with those of the organisation?
A business relationship is more about mutual benefit than loyalty and trust. It is always better to understand and know what kind of friend/employee/employer your business associate is than to be surprised when their ‘just business’ stance puts you at a disadvantage.
We are living through the ‘Great Resignation,’ an ongoing economic trend in which employees have voluntarily resigned from their jobs en masse. Possible causes include long-lasting job dissatisfaction. It is therefore more important than ever to get under the skin of what motivates your workforce.
Most business owners have no written exit plan, as a result of which, a vast majority of privately held businesses that are taken to market do not sell, and a good number of owners who do sell regret it within one year. An MEP is a comprehensive step-by-step guide that provides business owners with the information needed to take decisive action and prepare for the business’ eventual sale.
Busting the following myths-MYTH 1: Bringing diverse people into an organisation over those from the dominant culture amounts to a zero-sum game where there are winners and losers.MYTH 2: Our mission is to improve opportunities for marginalised groups, so we are reaching some diverse people and communities.MYTH 3: Our organisation works within an area that is not diverse, so this is not relevant.MYTH 4: The leaders (including board and executive staff mem and executive staff members) of our organisation are well-meaning and not biased.MYTH 5: Our organisation has been fulfilling its mission and has never been accused of discrimination, bias, or not being welcoming or accessible. It has not been a problem for us.MYTH 6: Our organisation would like to have more diverse leadership (board and staff), but we cannot seem to recruit diverse people to fill these positions.MYTH 7: Hiring a non-dominant culture leader will solve DEI issues within our organisation.MYTH 8: DEI is expensive. We do not have the resources to address it.
Running a company in today’s world is anything but easy as leaders face a perpetually unsteady state that impacts their decision-making. Courageously pursuing positive ideas will provide the ballast needed to navigate today’s unsteady waters.
As much as we talk about a technology-driven economy, technology does not solve problems. People do. So how do we address the false belief that technology alone will solve all problems.
An attempt to explore the ideas of Douglas McGregor on Theory X and Theory Y and understand its application and how differing management styles have lasting impacts on the employees working in the organisation.
Busting the following myths-MYTH 1: We must educate our prospectsMYTH 2: Price is the deciding f actorMYTH 3: Prospects buy based on fixing pain pointsMYTH 4: Companies that sell what we sell are our competitionMYTH 5: Great service grows relationships and account value
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