Do your company’s top leaders need to be just like everyone else? Or should they publicly strive to achieve the highest levels of performance? Does it make a difference?
I recently advised a client: “Why don’t you try to run your meetings more efficiently?”
The manager viewed me suspiciously, then laughed. “How effective do you think Bob’s are?” (His CEO was infamous for poorly managed meetings.)
He continued: “And you want mine to be better than his?”
Source:: Why Leaders Need to Embrace Their Role As Best Performers
Many top executives find themselves in a tricky spot. Human beings and technology, two essential ingredients for a company to thrive, don’t naturally work well together. Here is one way to tackle the issue, using the case of Business Process Management (BPM).
A recent McKinsey Journal article described the advent of a new role: a “Chief Transformation Officer.” Operating with the trust of the board, this change-agent operates like an extension of the CEO, holding top
Source:: How to Get IT and HR to Cooperate on Change Initiatives
How many items of email do you have sitting in your inbox? Are there 20 messages? 20,000? What difference does it make?
Perhaps you are already suspicious of others who oversee a permanent pile of unprocessed email. Remember that recent message you sent them? They don’t remember seeing it. It annoys you because it included a critical question. Now, you stand next to them, forced to repeat the request in person while they complain about “people
Source:: Why a huge email inbox means low productivity, not high popularity