A new challenging year is upon us. Along with it comes the opportunity to improve the way we do business, learn how to adapt more quickly and make better use of the tools we have at our disposal.
This is why in January’s newsletter we’re proposing a simple yet customizable perspective on employee retention and engagement – paying more attention to the individual as opposed to a “one size fits all” approach. The more proactive companies are in starting a dialogue with their key talent, the better it will be for their bottom line.
Robbie Baxter helps companies reinvent their businesses by shifting relationships with customers from transactional to long-term membership. Leaders in this approach, like Amazon and Netflix, are successful and resilient because they clearly identify a problem customers want solved and promise to continuously solve it over the long haul. Though the exact solution may change, the promise stays the same.
A black swan is an event, positive or negative, that is deemed improbable yet causes massive consequences. In this groundbreaking and prophetic book, Taleb shows in a playful way that Black Swan events explain almost everything about our world, and yet we—especially the experts—are blind to them. In this second edition, Taleb has added a new essay, On Robustness and Fragility, which offers tools to navigate and exploit a Black Swan world.
In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical.
I was fortunate to get in touch with the Blue Ocean strategy concept in 2006 when at INSEAD and was so excited by it as I immersed myself for several weeks into thinking about how to apply it for ‘internal customer/employee’ engagement, with benefits for both my firm and my clients.
This month we will talk about education as well. One of the most important aspects, shaping not only our success as individuals but also the future of our society. As technology impacts every facet of our personal and professional lives, including the way we recruit or build our careers, as you will see in our newsletter, the burden of preparing today’s generation for that future falls mainly on the education system. We strongly believe that as entrepreneurs and business people we have an imperative responsibility to act. If you want to play a role in improving the way education is done in Romania check out our article on AVE (Asociatia pentru Valori in Educatie) and see how you can get involved.
It was only a while ago no one could imagine google would compete with the major car makers, Waze would disrupt other major traffic management businesses, Uber would partner with NASA for the soon to appear flying cars and so on…
In this newsletter we look at why it is important to make a priority out of putting moral values in leadership and having a leadership benchmark profile that takes this into account when you’re recruiting & promoting. We also invite you to ask yourself some powerful questions with regard to how you spend one of the most valuable resources you have...your time. In this fast changing business environment you can sometimes forget how valuable and finite time really is. Make sure you check out our two selected articles on workplace motivation and the impact of technology on the way we learn.
Since its original release, The First 90 Days has become the bestselling globally acknowledged bible of leadership and career transitions. In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment.
Yuval Noah Harari, author of the critically-acclaimed New York Times bestseller and international phenomenon Sapiens, returns with an equally original, compelling, and provocative book, turning his focus toward humanity’s future, and our quest to upgrade humans into gods.
Research shows that 80+% of the people who apply to executive recruiters when looking for a new job receive no response, whether by phone call or even email. Of course, there are reasons for this and just a few people outside of the industry know them.
Last year in October during a valuation executive programme with prof. Kevin Kaiser from INSEAD we had the chance to discuss about leadership teams behaviors and long term value creation, my “obsession” for many years.
Based on themes from INSEAD's popular Transition to General Management programme, authors Kevin Kaiser, Michael Pich, and I.J. Schecter offer sound advice and practical insights for those looking to move to senior general management roles. By following the stories of three managers making the transition to general management, Becoming A Top Manager highlights not only the most crucial aspects of becoming a successful general manager, but also the necessary mindset changes required—both on a personal and professional level—that will ultimately translate into ongoing success.
Most companies have ethics and compliance policies that get reviewed and signed annually by all employees. “Employees are charged with conducting their business affairs in accordance with the highest ethical standards,” reads one such example. “Moral as well as legal obligations will be fulfilled in a manner which will reflect pride on the Company’s name.” Of course, that policy comes directly from Enron. Clearly it takes more than a compliance policy or Values Statement to sustain a truly ethical workplace.
Does the character of our leaders matter? You may think this question was answered long ago. Countless business authors and analysts have assured us that great leadership demands great character. Time and again, we’ve seen that truth play out, as once-thriving organizations falter and fail under the guidance of leaders behaving badly.
When we hear about unethical executives whose careers and companies have gone down in flames, it’s sadly unsurprising. Hubris and greed have a way of catching up with people, who then lose the power and wealth they’ve so fervently pursued. But is the opposite also true? Do highly principled leaders and their organizations perform especially well?
We are excited to announce our newly upgraded executive leadership program: Values-Driven Exponential Leadership (version 7:16) designed to help leadership teams navigate better through VUCA environment.
Here in L.A., it’s kind of insane that a great kindergarten requires a competitive application and tuitions that exceed most colleges. I started asking myself, given the fact that most elementary schools haven’t changed in decades (maybe longer), what do I want my kids to learn? How would I reinvent elementary school during an exponential era?
Like a great white shark, a business must keep moving forward in order to survive and remain competitive. Since organizations rely on effective leaders to guide progress, senior executives must also be in constant motion by learning new skills and adapting to changing environments. Leadership involves a wide range of personal and professional skills, and it’s imperative to consistently focus on growth and development.
Transition to general management is a challenging process that could be a life changer for most. There are many additional and different competences a general manager needs to have in order to be successful: stakeholder management, governmental relations, investor relations, cross cultural leadership, organizational behavior, strategy, global economy understanding, technological trends, long term value creation, etc.
We hope you had a lovely summer, full of enlightening experiences. Now, as always, autumn brings back plans, work and changes. And change is the topic of this month's newsletter, namely - the changes that come with the transition to a general management role.
Did you know that reflecting on your work is the biggest predictor of performance improvement? Yes, that's right! It's not a matter of working harder, but a matter of thinking about what you did and how you did it.
This is the third interview - part of a series - investigating the challenges and joys of transitioning to a CEO role. Florin Popa, GM Star Brands Algeria, has been kind enough to answer our questions. Previously, Florin Popa was CBD Director Balkans for P&G.
All interviews are moderated by Radu Manolescu, Founder and Managing Partner, K.M.Trustand lead of the Values Driven Exponential Leadership Programme.
This is the second interview - part of a series - investigating the challenges and joys of transitioning to a general management role. Kostas Loukas, General Manager Public Sector, Microsoft Central & Eastern Europe, has been kind enough to answer.
This is the first interview - part of a series - investigating the challenges and joys of transitioning to a CEO role. Dimitris Nikolakis, CEO Druckfarben Romania since 2014, has been kind enough to answer our questions.
All interviews are moderated by Radu Manolescu, Founder and Managing Partner, K.M.Trust and lead of the Values Driven Exponential Leadership Programme.
This report summarizes the findings of our Global Digital Transformation Survey conducted earlier this year and the scale on which organisations have adopted digital transformation into their culture and strategy.
Following our June interview with Dan Bulucea - Google’s New Business Development for APAC - on leadership, naturally, our discussion returned to what makes great leadership. What are those specific situations and contexts that help build better leaders? It turns out, unsurprisingly, that it has to do with education.
Established, powerful companies are disappearing at an alarming rate - some estimates put this rate at 30% in 5 year's time (according to Simon Kaluza - SAP MD for CEE). This disruption mainly comes from technological advancements that make your company or your product obsolete - just think of Kodak, Nokia or Motorola.
This the first interview of a series of talks with great leaders, with strong moral values, on life, leadership, education and technology. We are very happy to interview Dan who has built the first Google office in Romania.
In an effort to make CEOs act like they have skin in the game - the past 30 years have brought a mindshift in shareholders’ thinking about CEO compensation: they moved from cash only compensation to incentive compensation with stock options and other equity incentives. It seemed a sensible choice at the time - to tie compensation to performance.
This is by no means an exhaustive view or even a scientifically ranked TED Talks leadership top. It’s a collection of insightful talks, drawing parallels from various fields, that have the surprise element able to shift your thinking.
Chronic stress can disrupt almost all of your body's processes. It's been shown to increase the risk of numerous health problems including heart disease, sleep issues, digestive complications, fatigue, depression, anxiety and obesity. Daniel Goleman, Harvard-trained psychologist and author of Emotional Intelligence, developed Relax, a 45-minute audio program to help listeners effectively and naturally reduce stress.
If you want to create a successful, hyper-growth company you've got to get one thing right – hiring. To kick off my series of blogs on "Hiring, Culture, and Experimentation", I had a chance to catch up with Jeff Holden, the current Chief Product Officer of Uber.
Although corporate governance is a hot topic in boardrooms today, it is a relatively new field of study. Its roots can be traced back to the seminal work of Adolf Berle and Gardiner Means in the 1930s, but the field as we now know it emerged only in the 1970s.
Now that meditation has hit the cover of TIME, the Wisdom 2.0 conference has brought meditating executives to the headlines, and figures from Arianna Huffington to 50 Cent do the practice, a bit of backlash was inevitable.
If you have room in your head for only one nugget of leadership wisdom, make it this one: the most powerfully motivating condition people experience at work is making progress at something that is personally meaningful. If your job involves leading others, the implications are clear: the most important thing you can do each day is to help your team members experience progress at meaningful work.
Research shows that in leaderless groups, leaders emerge by quickly synchronizing their brain waves with followers through high quality conversations. Simply put, synchrony is a neural process where the frequency and scale of brain waves of people become in sync.
This is a first email from a series of many, though irregular newsletters, where we hope to expand your view on various challenging issues that are affecting our industry right now - among which technology, innovation, emotional intelligence and happiness research, entrepreneurship and most of all values.
It was October 2009 when we had our Global Shareholders Meeting of IIC Partners in Beijing. During a debate I challenged some of my colleagues’ views about the future of our industry and even about its name: Executive Search - which I have to admit I find to be completely obsolete in our times.
IIC Partners interviewed Ilham Kadri, President, Diversey Care Division of Sealed Air Corporation on the advantages of diverse leadership teams, gender inequality across the globe and the traits that define a successful leader.
The best-performing companies have leaders who actively apply moral values to achieve enduring personal and organizational success. Lennick and Kiel extensively identify the moral components at the heart of the recent financial crisis, and illuminate the monetary and human costs of failed moral leadership in global finance, business and government. The authors begin by systematically defining the principles of moral intelligence and the behavioral competencies associated with them. Next, they demonstrate why sustainable optimal performance on both an individual and organizational level requires the development and application of superior moral and emotional competencies.