When executives develop cultural agility--the capacity to recognize, understand, and respond appropriately to various cultures, and to work within those cultures to achieve business results--they massively expand their ability to advance their career.
Four out of 5 managers would say that they manage for results--but their people often have a different story to tell. Here are 3 questions to ask yourself to determine if you're managing for process or results.
I am a lousy mentee. It’s a funny admission to make as someone who makes her living as professional mentor. Sure, I train my clients on how best to leverage my expertise. Of course, that doesn’t mean that I follow my own advice very well.
There are things that we carry around in our organizations and in our mentality that make things more cumbersome than they need to be. Treat your leadership like you would treat a manufacturing floor and get leaner now. Here’s are the two fastest ways to achieve this.
After a meeting at a large corporation I work with, one of the division presidents, I'll call him Bill, pulled me aside. "Last year I felt invincible. But these past few months, I've been completely off my game," he told me in a hushed voice. "My boss even said that I used to be a winner and asked what had happened."
Through the Internet our consumer culture evolved to expect a vast selection of stuff that is fast and free. The New York Times has finally introduced digital subscriptions, while companies who have been culturally inagile are continuing to go down, one of which, Blockbuster, is being auctioned Monday.