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Corporate HR and accounting departments frequently ask us: “Does employee classification really matter?” 
The answer is “yes”, because the misclassification of workers as something other than employees presents a serious problem for the affected employees and impacts the US economy. Moreover, it is now especially important for all US Companies since the US Department of Labor’s (DOL) Misclassification Initiative under the leadership of Vice President Biden’s Middle Class Taskforce. Now, the DOL is making huge strides in combating this nagging issue and to restoring rights to those denied them.

Almost all executives are aware of this little country, but for most executives and expanding companies, Japan plays a relatively small role compared to neighboring China. This article is therefore intended to throw light on Japan’s globalizing economy and the executive opportunities that are opening up there.
 

I recently read a really (sadly) negative article about why the author was sick of emotional intelligence (EI/sometimes EQ). I am not going to send further traffic that way by citing it, but I am sure if you care enough to search it out—it won’t be difficult to find. It is disappointing to see that it has received many views to date. Perhaps there are others like me who are simply just interested to see how something positive can incite such a negative reaction. We know that negativity is a powerful emotion and that it is more contagious than positivity—I cannot imagine why anyone would seek to encourage it.

For anyone who ever studied Latin, there are certain nuances. In referring to unclothed deities, you use the Latin word for “naked.” For mortals, it’s “nude.” And the mnemonic device to remember is “naked is sacred, but nude is lewd.” The difference doesn’t mean much nowadays – not even in America where any form of undress that’s viewable by the general public can still be considered immoral.

Businesses are crying out for great leaders causing organisations to commit significant resources to leadership development. While much is said about the effectiveness of leadership development, the question is how effective is leadership development when it does not start as a practice early in a person’s career? 

Today’s challenging business times require extraordinary leadership, and increasingly companies across the globe are heavily invested in finding and empowering leaders. They compete for the best people outside of the organisation and also realise that their strength lies in a well-developed talent pool. Yet, they still fall behind in truly building the leadership capacity they need for the future.

There was a discussion on LinkedIn in June 2015 that asked about the use of Big Data in retailing. The comments focused on detecting real time trends, analyzing purchasing behavior, and using historical activity to gauge the viability of upcoming strategies. It was short-sighted. Big Data was being used to ensure consistent or incremental revenue and profitability, but it wasn’t being used to detect breakthrough opportunities that could radically improve a company’s fortunes.

Averages are horrible things. They smooth out both the highs and lows, make everything look like the middle, and tend to make it all seem homogeneous. That’s never the case. And it’s especially not the case when doing marketing.

Who’s Really Who
Today, one among many hot things is personas – biographies of people who don’t really exist.

Reality is relative. It changes with each individual. What appeals to you may leave another person cold. And what makes sense to the seller may make none to the buyer. Here's a real world example.

BlueSteps recently hosted an #ExecCareer Chat on the topic of executive search and healthcare, featuring Rick Cannellos, from Epsen Fuller Group, and Beth Nelson, from Witt/Kieffer.

Some of the questions asked included:

Nothing ruins a good price, it's long been said, like poor service. Yet great service at a great price is often considered nothing more than good luck -- you must have stumbled upon the rare employee who didn't get the memo about ensuring mediocrity. Pity.

There's something baked into great companies that identifies their day-to-day behavior with their long term reputation. It's a central component of their brand...and what that brand represents to customers and, just as importantly, employees, investors, and partners. Good tends to breed better, and better is always more desirable, whether experiencing it as a customer or delivering it as an employee.