Articles
Differences in convictions, cultural values, and operating norms inevitably add complexity to collaborative leadership efforts. But they also make them richer, more innovative, and more valuable. Getting that value is at the heart of collaborative leadership.
It seems that more sponsoring may lead to more and faster promotions for women, but it is not a magic bullet: there is still much to do to close the gap between men’s and women’s advancement.
This article contains the first ranking that shows which CEOs of large public companies performed best over their entire time in office — or, for those still in the job, up until 30 September 2009. To compile our results, we collected data on close to 2000 CEOs worldwide.
Many believe that bias against women lingers in the business world, particularly when it comes to evaluating their leadership ability. Recently, we had a chance to see whether that assumption was true.
It takes a while to reap the benefits of networking. We have seen many managers resolve to put networking at the top of their agendas, only to be derailed by the first crisis that comes along.
Seldom is a good story so needed as when a major change of professional direction is under way — when we are leaving A without yet having left it and moving toward B without yet having gotten there.
“Am I doing what is right for me, or should I change direction?” is one of the most pressing questions in the mid-career professional’s mind today. The numbers of people making major career changes, not to mention those just thinking about it, have risen significantly over the last decade.
Parents who understand — and empathize with — the traumas of adolescence are often in a better position to help their children through that stage. The same can be said for partners in professional service firms who are sympathetic to junior colleagues trying to forge a new identity.