Courtesy of Blaze Institute
Why do some teams produce outstanding results while others lag behind given similar resources?
The secret, according to “The New Science of Building Great Teams” in Harvard Business Review, is that successful teams have higher energy, are more engaged, and spend more time exploring outside the group. These patterns of communication and interaction are strongly correlated with performance metrics such as the average handling time in a bank’s call centre.
Courtesy of Technotraps
Beleaguered employees can now leverage on a “cheat code” to streamline work and increase their productivity – without getting into trouble.
With the subtitle “Breaking Stupid Rules For Smart Results”, Hacking Work by Bill Jensen and Josh Klein encourages workers of all stripes to utilise “benevolent” hacking to get their jobs done more effectively and efficiently.
As Facebook’s IPO continue to garner interest (both good and bad), the question on many people’s lips is this: Can Singapore produce business leaders who started young such as Mark Zuckerberg, Steve Jobs, or Bill Gates?
You can still buy Kodak Film these days! Source of image
Do you know that Kodak went through bankruptcy proceedings and have re-emerged?
Repositioned as a technology company focused on imaging for business, Kodak is a far cry from its halcyon years. Today, its main business segments are Digital Printing & Enterprise and Graphics, Entertainment & Commercial Films.
Crystal Jade Golden Palace in The Paragon (courtesy of Crystal Jade)
In the restaurant-eat-restaurant world of F&B, few local brands have stood up as clearly as Crystal Jade, one of the market leaders in Singapore.
Celebrating its 20th anniversary last year with a refreshing of its identity that involved extensive refurbishments at its restaurants, Crystal Jade enjoyed a turnover of S$240 million in 2010.
As the head honcho leading an organisation, being a good CEO isn’t an easy job. Sure, they’ll probably pay you more (or much much more) than the average salary man down the food chain, but the expectations are often sky high.
For a start, a good CEO has to have vision, ambition and the ability to inspire and motivate the troops. She needs to be great with forging relationships with customers, employees, partners, board members, investors, suppliers, government regulators and other stakeholders. Functioning as a mentor, coach, drill sergeant, and referee, she wears multiple hats depending on whom she speaks to.
Michael Beer (courtesy of Yale Chief Executive Leadership Institute)
To rise above the vagaries of the uncertain economy, what should companies do? How can they manage the wrath of Wall Street and the severe backlash of a liquidity crunch?
Well according to Michael Beer from Harvard Business School, the answer is that companies should embrace a higher purpose. In an excellent podcast from HBR Ideacast, Beer shares some of the characteristics of these firms and the leadership styles that they embody.
Achieving speed doesn’t just mean being fast (image source)
You’ve heard of the saying “more haste less speed”. Apparently, this is true not just in life but in management.
Ed Boswell, former CEO of the Forum Corporation, shares in this clip from Harvard Business Review (HBR) that the most efficient firms pay attention to speed, pace themselves well, and take care of the people factor. By doing so, they can achieve up to 52% higher profit and 40% higher sales than the rest.
Leadership and management are two of the most difficult tasks any manager needs to do in today’s organisation.
The new rules of work mandate that hierarchical ways of bossing people around will no longer work. Against such a backdrop, how can you and your leadership team engage your team members more effectively and impactfully?
Jesus displays servant leadership by washing his disciple’s feet (courtesy of Turn Back To God)
A carpenter’s son born in a humble manger, Jesus of Nazareth could hardly be considered a superstar CEO by today’s yardstick.
However, few others have inspired or influenced as many lives as He has.