When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley.
Abstract: What follows are three distinct parts that can be read either independently or as a connected whole. Part 1 is about the purpose and importance of having principles in general, having nothing to do with mine. Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my management principles as they are being lived out at Bridgewater.
Why do some executives create value and others destroy value? During our one day executive program we talked about the key traits that companies should look for in order to hire the right people. Check out some of the key components of the benchmark we’ve developed for our clients in the video below.
There are about 7,000 languages spoken around the world -- and they all have different sounds, vocabularies and structures. But do they shape the way we think? Cognitive scientist Lera Boroditsky shares examples of language -- from an Aboriginal community in Australia that uses cardinal directions instead of left and right to the multiple words for blue in Russian -- that suggest the answer is a resounding yes. "The beauty of linguistic diversity is that it reveals to us just how ingenious and how flexible the human mind is," Boroditsky says. "Human minds have invented not one cognitive universe, but 7,000."
Humans will soon have new bodies that forever blur the line between the natural and synthetic worlds, says bionics designer Hugh Herr. In an unforgettable talk, he details "NeuroEmbodied Design," a methodology for creating cyborg function that he's developing at MIT, and shows us a future where we've augmented our bodies in a way that will redefine human potential -- and, maybe, turn us into superheroes. "During the twilight years of this century, I believe humans will be unrecognizable in morphology and dynamics from what we are today," Herr says. "Humanity will take flight and soar."
In this candid and riveting memoir, for the first time ever, Nike founder and CEO Phil Knight shares the inside story of the company’s early days as an intrepid start-up and its evolution into one of the world’s most iconic, game-changing, and profitable brands.
In 1962, fresh out of business school, Phil Knight borrowed $50 from his father and created a company with a simple mission: import high-quality, low-cost athletic shoes from Japan. Selling the shoes from the trunk of his lime green Plymouth Valiant, Knight grossed $8,000 his first year. Today, Nike’s annual sales top $30 billion. In an age of startups, Nike is the ne plus ultra of all startups, and the swoosh has become a revolutionary, globe-spanning icon, one of the most ubiquitous and recognizable symbols in the world today.
Two years ago, I wrote an article about “the end of Executive Search as we know it” mentioning the fact that I considered that even the name of the industry was inappropriate while the value for the customer has actually never been just “search” but way more than that.
Last month we started a discussion on Customized Individual Development, an aspect we consider paramount for the retention and development of key people as well as for attracting some of the best ones out there. In the second part of our article we share some ideas on what this plan should contain as well as some best practices to maximize your Return on Investment as well as your Return on Learning & Engagement.
We also invite you to take a look at a great TED Talk by Nonny de la Pena about the future of news and how innovations in this field will be able to put the viewer in the middle of the story. And if you are looking for inspiration check out Mark Bonchek’s article on Unlearning, a rare yet valuable skill that can help us stay ahead in these times of transformative change.
In our newsletter last month we talked about how critical a customized retention strategy is, especially in these times when really good people are hard to find and retain. In this month’s article we go one step further and tackle customized individual development. Despite more and more challenges faced by companies to attract and retain talent, the idea of a custom personal development approach is far from being the norm. In our article we share some of our insights on the topic.
In the first part of our article we talked about how you can generate a development program that is tailored to the strengths and areas for leadership growth with the help of a thorough assessment of an individual. Let’s now look at how to develop this plan further.
In our January newsletter we talked about the importance of a “Customized Retention” methodology. This month we will discuss about another key adaptability feature of the employers of choice or of those soon to become one - “Customized Individual Development”.
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.