In the post-recession economy, markets are changing faster than the mighty corporations of old can keep up with. To combat the epidemic of nimble startups, corporations are advocating fresh thinking such as prototyping, failing fast and quick iterations based on customer feedback. But few, if any, corporations have been able to point to any concrete successes, no matter the size. Why is that?
The definition of a traditional career does not lend well in today's innovation and technology driven economy. Workplaces are changing. No longer must you come into the office everyday for business meetings when you can stay at home and with a click of a button, video conference with executives around the world.
Success defines many of us. We are often judged by our lifestyle, our clothes, our cars and the company we keep. Whether we truly love the work we do and look beyond our job status as a way of validating ourselves varies from person to person. If ambition trumps all else, here are 10 ways that it can wreck your career.
Prof. MacDonald said that if your personal life jeopardizes your professional or public role, it's reasonable to expect you to warn potential employers, but only really substantial risks need to be divulged. On the employer's side, if a lot hangs on their employees being "squeaky-clean," it's up to them to do a thorough background check.
Truth is, that wasn't normal by any means. As a society, our relationship with homeless people is simple; either you drop a coin or walk by. It's impossible to connect with people as people because we let ourselves get divided only by borders, but also by our occupations, social status, and other arbitrary self-imposed barriers.
If not repaired, the unhappy Gen Xers who will remain in organizations will be unable to pick up the slack caused by retiring boomers and will stall the development of millennials. Gen Xers are currently supervising millennials bosses. So when observers warn of millennials leaving the workforce in droves, they might want to first investigate their Gen X bosses and their feelings of value.
Your organization has a culture whether you like it or not. The culture is a mood, feeling, and attitude. In our practice we describe culture as the sum total of conversations that happen in your organization and amongst its stakeholders. It is not genetically encoded; your culture can be shaped, evolved, and enhanced. The question is: Can your corporate culture make you money?
Any way you cut it, the process of hiring employees that are the best fit for your company can be arduous and stressful. And with so many people looking for employment, we can expect that identifying the right candidate for the job will only get more difficult. Here are a few strategies we've been using.
While the philosophy of why we work continues to evolve and modernize, it still feels like we hold on to the dogma of what business is supposed to be. Perhaps with all of this moral awakening, sharing on social media, connecting to others and events like Occupy Wall Street or the Arab Spring, we should be paying closer attention to the human bottom line rather than the financial one?
Over the course of the past six months, I have been investigating the "trickle-down" effect of mentoring in the workplace. The trickle-down effect of mentoring is that it enables employees to be more productive and innovative. This is because behaviour is a function of the relationship between people and the environment.
For almost as long as email has existed, people have complained about getting too many emails. We celebrate inbox zero as if we just gave birth to a new child. While some lauded the arrival of the first BlackBerry, many saw it as a digital manifestation of the ball and chain that would shackle them to their office.
Bill Clinton at the DNC said what white- and blue-collar workers have known for 30 years: you need to invest in people to have an innovative and productive economy. My coach, used to say "you get corn, if you plant corn." Neither in government nor in business have we been planting corn. We quit planting it almost 30 years ago when we got rid of middle management in government and the private sector, and as the economy reveals, we are losing.
Make no mistake about it. For companies that want to be perceived as operating "by the book," it's critical for their goals and standards to align with integrity. As Dan Ariely points out, none of us are above temptation. That's why organizations need to be. Here are my tips to CEOs for making their workplace -- both in and out of the office -- as free of scandal-causing temptations as humanly possible.