According to Linda A. Hill, professor at Harvard Business School and author of Becoming a Manager,and Kent Lineback, co-author of Collective Genius: The Art and Practice of Leading Innovation – who also has many years’ experience in management, executive business and government – there are three key practices managers should be engaging in on a daily basis. They discussed these practices
- Author Janine Garner Too often, team engagement – in particular the engagement between leaders and their key people – is left to HR to manage. This results in a lack of 'big picture' thinking, and a business that isn't operating at optimal levels. If a corporation is going to survive in the 'age of
Takedowns, breakdowns, letdowns and mistakes are simply a fact of work. They will happen, no matter how much you try to avoid them. What matters is your level of resilience and how quickly and easily you can bounce back. Resilience is a trait that everyone from former Westpac CEO Gail Kelly to former Prime Minister
Indra Nooyi, chairman and chief executive officer of PepsiCo: 'I told everyone that if they don't change, I'd be happy to attend their retirement parties.' Just a few years ago, it wasn't clear whether Indra Nooyi would survive as PepsiCo's chief executive. Many investors saw Pepsi as a bloated giant whose top brands
The fact there are fewer dads around the office at Telstra tells chief executive Andy Penn the company's flexible work changes are having an impact. In just the past year, the number of men taking paid parental leave tripled as it became the norm for new dads at the telco company. "The manager is prima facie responsible for working out how to make a role
Everybody makes mistakes—that’s a given—but not everyone learns from them. Some people make the same mistakes over and over again, fail to make any real progress, and can’t figure out why. “Mistakes are always forgivable, if one has the courage to admit them.” – Bruce Lee When we make mistakes, it can be hard
Beginning in college, years before she planned to have children, Yi Gu began strategising about how to have a career that was flexible enough to fit in family responsibilities. She knew that arrangement wasn't realistic in her first two jobs: banking, in which she worked very long hours, or consulting, in which she travelled often.
In business, technology is everything. Sarah Adam-Gedge doesn't want to see women miss out. Now the managing director of Avanade Australia, she's been working with technology in some shape or form for decades, and sees it as a breeding ground for great careers. Adam-Gedge is one of a growing club of women at the top
Sage advice from two millennials on how to dodge worklife pitfalls and come out on top. Being the boss isn't about being the oldest person in the room any more, it's about effective leadership. But how do you know what that means, particularly in the boardroom, if you finished high school only a few years ago?
It's no secret that women comprise the fastest growing cohort of start-up entrepreneurs. Why? Well, there's lots of reasons but let's start with two of the obvious: The first is that the 9-5 routine is not working for women. The traditional workplace with its 9-5pm (or more likely 8-6pm) structure doesn't suit a lot of
