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Executive Management and Leadership

Many executives find themselves taking an introspective look, asking “What can I do to bring my company to the cutting edge?” Sarah Green of HBR, sits down with Jeff Dyer, co-author of the book The Innovator’s DNA, and discusses approaches one could take to become a disruptive innovator. The five skills he sets forth are questioning, observing, networking, experimenting, and associative thinking:
 
Questioning – Developing a question about a problem, company, or industry, and then working off that question to come up with new ways of solving it.
Many job seekers would love the idea of working from home at a telecommuting job. That’s easy if the job you’re interviewing for is already a telecommuting job – But what if it’s not ? How can you convince a hiring manager to consider changing an in-office job to a telecommuting position?

Want to structure a telecommuting job, but not sure how? Afraid that telecommuting could leave you at a greater layoff risk or with lower advancement potential because you’re not at the office every day?

At the core of both issues is employer value. If you create greater value for your employer in a telecommuting role, you’ll have less risk and less problems convincing an employer that telecommuting is a good idea (for them).

The recent News of the World scandal, whereby journalists have been found to be hacking into telephone and email accounts for private information, has the world questioning; just how far up does accountability go?

For News Corp, editors who were involved during the periods in question have been arrested, and faced the UK Commons media committee today (07/19/11) alongside James and Rupert Murdoch.


Rupert Murdoch claimed he shares no responsibility for what happened. Instead, he was simply let down by those he trusted. Brooks echoed his comments, claiming journalism is an arena of trust when it comes to how journalists and staff obtain and present information.

The European Union’s plans to enforce gender diversity quotas on boards are advancing, with calls in the European Parliament for EU-wide legislation to be put in place ensuring minimum female representation of at least 40% on supervisory boards by 2020.

There is a general acceptance that if member states/companies do not move to a more diverse board structure voluntarily, European legislators will enforce quotas in order to increase the pace of change and ensure greater female representation in listed companies across Europe. Why is that?

In a recent interview with the Havard Business Review, Anita Woolley and Thomas Malone discuss the implications of a study which tested the interaction between groups, gender and intelligence. In key findings, it was reported that the groups with more women performed better than those with less gender diversity.
 

What is a strategic plan?

Type the words “Strategic Planning” into a search engine and you’ll find everything from strategic planning templates to “simplified strategic planning” and more. I’m all for simplicity but my experience is that a useful, and well thought out strategic plan isn’t simple and requires a great deal of critical thinking, market analysis, creativity, vision, and communication. It is a plan to improve a company through a three to five year period into the future with some stated goal(s) as part the overall plan. A good strategic plan with yearly updates keeps a company moving in the right direction.

When hiring executive talent, it’s common to place emphasis on only the positive results the candidate has measurably accomplished in the past in order to predict future results. This method has good attributes by being results focused, but often misses key experiences that shape executive leaders and avoids discussing failure.

The AESC recently caught up with No Fear of Failure author, Gary Burnison, CEO of executive search firm Korn/Ferry, to learn about his inspiration for the book and to delve further into the key qualities needed for successful leadership. No Fear of Failure: Real Stories of How Leaders Deal with Risk and Change profiles twelve distinctive leaders who, in one-on-one interviews, revealed their thoughts on leadership.

What was it, in your experience of dealing with senior management, that prompted you to write this book?

We all know the importance of teamwork. Effective teams can produce exceptional results but they can also produce not so exceptional results. As Richard Hackman discusses when it comes to teamwork managers and organizations don’t always make the right choices, mostly based on some of these common misconceptions.
 
Whether organizations are building a talent pipeline for the global HQ or employing local talent in regions worldwide, all executives need a global outlook in order to effectively interact across borders and cultures. But how do organizations develop ‘global executives’?

This important dilemma crossed the minds of Morgan McCall and George Hollenbeck, and resulted in the comprehensive book published by Harvard Business School Press, The Lessons of International Experience: Developing Global Executives.