Technical people, the quantitative business people, engineers, developers, programmers etc. are forever looking for perfection. One of the things I’m always working on with them is realizing that the goal is success not perfection. Perfection is an unattainable standard; it’s not realistic. What we should be looking for is success, and we can get it without perfection. Sure, this concept drives some OCD people nuts, but that’s where we need to be- at a place where success is the standard.
So how do we get there? By defining success using very clear expectations, making some really good decisions and then being able to recognize when our objectives have been met. (more…)
Training is essential for success—always has been, always will be. But like everything else, not all training is created equally. Nor is there a one-size fits all when it comes to teaching employees. And that’s true for leadership – technical, interpersonal or whatever it may be. But there are tried and true strategies for success that can lead to more effective employees, a happier workforce and a better organization. Here are 3 key strategies for training employees that can make the process more endearing for all those involved. (more…)
Talent management came into focus in the late 1990’s, but only in the past decade has it become highly formalized. If you’re seeking high performance, it just makes sense to plan for and create strategies for developing talent. There’s an obvious link between leadership and organizational effectiveness. So if you really believe you’ll succeed, why aren’t you planning? (more…)
Evaluating potential key talent for client companies is always interesting. And unfortunately, in many cases, you simply “can’t fix stupid.” But if a candidate lacks some required skills, can you hire them anyway? Sure, it’s your company. However, you should be advised to make certain the following three conditions exist. (more…)
Too many C-Levels spend too much time with block-and-tackling tasks and not enough time with real strategic leadership efforts. The differences are huge. And frankly, we need more leaders not do-ers.
Senior-most leadership is not for the faint at heart, nor is it a logical progression, really, from any position. There’s little specific preparation for that CEO role, only the hope that we’ve picked up some of the specific needs by observation. So, why don’t more step up to that true-leadership challenge?
The answers may surprise you… for instance: (more…)
Headline (edited for brevity): Swiss bank UBS named Axel Weber as its next chairman in a surprise move that robbed rival Deutsche Bank of its top candidate to succeed its chief Josef Ackermann in 2013.
Make no mistake, this is Board negligence on the part of Deutsche Bank, pure and simple.
They should vote out the entire lot.
This sort of crap really ticks me off. They call it “succession planning,” and the key movement in their entire plan is based on someone with which they have zero relationship, and zero knowledge of hiring success. In fact, they were merely hoping that this über-CEO would be available whenever they beck and called.
Apparently, Weber saw it differently.