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.
For over three decades, Ray Kurzweil has been one of the most respected and provocative advocates of the role of technology in our future. In his classic The Age of Spiritual Machines, he argued that computers would soon rival the full range of human intelligence at its best. Now he examines the next step in this inexorable evolutionary process: the union of human and machine, in which the knowledge and skills embedded in our brains will be combined with the vastly greater capacity, speed, and knowledge-sharing ability of our creations.
John Kotter’s now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
An analysis of the history of technology shows that technological change is exponential, contrary to the common-sense “intuitive linear” view. So we won’t experience 100 years of progress in the 21st century — it will be more like 20,000 years of progress (at today’s rate).
On February 5th, Brian Williams admitted on his own news program that he had misrepresented the facts around a dramatic story he reported from Iraq in 2003. He had placed himself at the center of an RPG missile attack on a helicopter which he had not been on.
The energy company's bankruptcy in 2001 after allegations of massive accounting fraud wiped out $78 billion in stock market value and led to the collapse of Arthur Andersen and the passage of the Sarbanes-Oxley Act of 2002.
"Bloomberg Risk Takers" profiles Elon Musk, the entrepreneur who helped create PayPal, built America's first viable fully electric car company, started the nation's biggest solar energy supplier, and may make commercial space travel a reality in our lifetime. (Source: Bloomberg)
Over the past year I have had great opportunities to interview for positions at companies I respect, and some I didn’t. I wanted to share my experiences to help others looking to go down this job path and some general interviewing tips.