When my children were young, before the age at which schools frowned on parents who pulled them out of class, I used to take them with me on occasional business trips. Part of my goal was to spend some precious one-on-one time with each child (I only took one at a time), but I also imagined I was teaching them some valuable lessons about business. As I soon learned, they usually were the ones who taught me. One of my most ambitious undertakings was a week-long trip to California with my then- three-year-old daughter.
With global expansion, intra- and inter-industry restructuring, and increasing numbers of merging organizations, the need for dynamic flexibility and a broad base of knowledge and expertise is greater than ever. Shared leadership, by virtue of its use of the combined best of leaders' abilities, is being tested as one possible solution for meeting these challenging business needs. What is shared leadership?
I was intrigued by the recent article in The New York Times on David Cameron, the new British Prime Minister. Born in 1966, the 43-year-old Cameron is a member of Generation X. (So is U.S. President Barack Obama, who is 48.) Based on the Times's characterization, it sounds like Mr.
As companies look ahead to a recovering economy and expanding job opportunities, many leaders have asked me how they can "restore trust." How can they dissipate the cloud of fear and resentment that hangs over many employees, still tender from years of layoffs, salary freezes, pay cuts, and furloughs. How can leaders recreate an atmosphere of trust in the organization
It's counterproductive to discuss whether we have a talent shortage or high unemployment. We have both. Even as the economy recovers, the Obama administration's Council of Economic Advisors earlier this year projected that the unemployment rate would stay well above 6% until 2015
As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren't ready yet? In my travels from organization to organization, I talk with thousands of people every year who want to be treated as "partners" rather than as employees
You're Generation X. You're in your 30s and 40s, in the middle of your lives, your careers, and the workforce. You're wedged between two huge groups of people who are, in their own ways, taking up a little too much of your room. Boomers to the left of you, Gen Y to the right — and you with all the frustrations that come with being part of a smaller generational cohort. I've talked with hundreds of you and written lots about your views in the past couple of years.
As we make our way through the challenges of the global economic crisis, high-impact performers are in demand. I'm speaking here of the indispensible workers who are willing to do what it takes to help the company succeed even in the most difficult of times.