Most of the published literature has focused on why meetings fail or succeed, scheduling meetings efficiently, planning for a successful committee meeting, etc. Emphasis is now on how to make the best of a meeting. Sufficient focus is not espoused on the leadership dimension, a key aspect for effectiveness.
Busting the following myths:MYTH 1: Aggressive leaders get resultsMYTH 2: Leaders are supposed to have the answersMYTH 3: Leaders do not have enough timeMYTH 4: Extroverts make better leadersMYTH 5: Leaders do not make hard decisions based on feelingsMYTH 6: Leaders tell it like it isMYTH 7: Leaders make mission firstMYTH 8: Leaders are highly credentialed and educatedMYTH 9: Great leaders are bornMYTH 10: People will take advantage of a humble leader
‘Conditional telework’, with all its conveniences, is fast gaining acceptance among management as well as employees, alike. However, it does come with its set of disadvantages too and many aspects of it are up for debate.
Just as electricity transformed lives upon its discovery, AI is changing and is continuing to change our lives completely. One of the most discussed topics, these days, is the application of AI in the automobile sector.
While navigating organisational challenges the one thread that weaves together the whole experience is the unbridled power of good communication and storytelling. But if communication is so important, and we are more interconnected than ever before, then why are most managers and leaders so bad at it?
It has been the toughest of times-leading through a pandemic. But what can we learn from what we have all been through? How will it change us as leaders? And how should we lead out of lockdown? These are just some of the questions that we believe leaders should be pausing to ask themselves.
The principles that guide effortless customer experiences seem basic. But the truth is, it is difficult to get customer service basics right, and many organisations don’t. Here are five universal frustrations that can point you in the right direction.
As COVID-19 has created a lasting impact of life, business, culture, etc., the traditional working model is losing ground and is struggling to transform and manage their distributed workforce. This changing work terrain calls for a changed transformational leadership model that is servant-based.
The much-hyped oil and gas industry too is facing several challenges during the ongoing pandemic days. Digitisation and adoption of related technologies in this sector has manifold benefits for the sector itself and also its ancillary industries.
Becoming CEO is a dream for most ambitious executives. But, all too often, this dream turns into a nightmare because new CEOs regularly fail. What is it that new CEOs can do to improve the odds of success?
Busting the following myths:MYTH 1: Extroverts make the best salespeopleMYTH 2: Great salespeople already have a leg up on being a great sales leaderMYTH 3: Onboarding is not all that important when you are hiring experienced salespeopleMYTH 4: My people do not get distracted. They are always focused like a laser beam on the activities that they need to be successfulMYTH 5: The people on my team know it is okay to kick unqualified opportunities out of the funnel
Digital or not, most transformations do not cross the finish line. You might achieve your numbers for a while, but then people slip back to the old ways of working and nothing sticks, leaving you to solve the same problem again. In order to outdo poor transformation and engagement stats, we must manage to engage because the future of business is (still) people.
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