The fact that you are here today reading this, is proof that (at various stages throughout your life) significant people helped guide you along the appropriate path resulting in you becoming a better person.
From early years, through troubled teens, seemingly endless college days and now the world of work, we all grew personally and professionally because we were led the right way by parents, relatives, teachers, peers, managers and various other mentors.
To be a competent-leader, you need great management-capabilities as well as outstanding attitudes and consistent-behaviours.
There are those who believe it just is not possible to change someone’s attitudes and behaviours. If someone has bad attitudes, then this is something they are going to live with all their life. And bad attitudes will mean poor behaviours and terrible habits.
I recently chaired a panel interviewing inspiring women from different countries and backgrounds who have become recognised technology leaders in their fields. There was a lot of collective wisdom about how these women had navigated their careers and succeeded in becoming technology leaders. Here are three highlights from our conversation with the talented Sabah Carter, CIO of News Corp, Judith van de Pas, CIO of Shell Retail and May Yap, Global CIO of Jabil.
Career paths are not linear
In this exclusive video for the BTN, Richard Morecroft (Managing Partner at Digital Work Group) discusses how to get your digital transformation moving. He looks at the importance of balancing strategy and execution for long-term success.
Workforce diversity is much more than just another corporate buzzword. It’s an important business topic these days as organizations regard differing viewpoints a critical element in being innovative and competitive in a fast changing world.
Regardless of any social factors, the individual employees within every organization have a wide variety of business-centric ideas, perspectives and behaviors that usually lead to one of two outcomes.
How often do you think about your employees in respects to the experience they have from the beginning to the end of their employment with your organisation, from the moment they hear about your company to the time they walk away? We're launching a series of blogs that focus on the elements within the employee lifecycle and as we've covered a lot about attraction in the past, we're moving on to onboarding.
Hijackers are those people who try to take over your meeting and change the direction. Let’s unpack why people hijack, take a look at the different types of hijackers, and then get some tips on what we can do about it.
Why do people hijack? The most important thing I’ve learned is that people aren’t hijacking your meeting to piss you off. They really aren’t. They also aren’t doing it because they are control freaks who want to be in charge, or want to make you look bad.
There are a lot of reasons someone might hijack your meeting. Here are a few:
One of the things that makes leadership such a tricky subject is that it is all about behaviour. It is about what you do every single day.
What you say matters but if it is undermined by your behaviour it becomes irrelevant.
This is why I am a strong believer in the concept of leadership by example.
It is the behaviour that is demonstrated by the leadership and the behaviour that they tolerate amongst their people that creates the organisation’s culture.
One of the key themes was the pace of technology changes. Specifically, how does it affect organisations & its people? It brought back vivid memories of my Digital Transformation experiences. On reflection, I can definitely share three gotchas & lessons. If you are leading a Digital Transformation or being a part of one, keep an eye on these three gotchas!
Gotcha #1: Partial digitalisation and/or digitalising bad process are not good.