Published on: Wednesday, March 14, 2012
For decades, executives measured their own business influence and authority based on the size, quality and depth of their Rolodex. While the tools have changed, executives are still very much committed to building and strengthening the relationships they believe can help them perform better in their jobs and create the kind of meaningful connections that will open up new career opportunities whenever the time and conditions are right to pursue them.
Published on: Tuesday, March 13, 2012
A monthly ExecuNet survey of executive recruiters finds that 28 percent of companies are expected to add new executive jobs in the next six months, and only 1 percent are poised to cut top management positions during the same time.
Published on: Friday, March 09, 2012
"Make something today, even if it's a mistake," is something a friend said to me last week at the end of a phone conversation. Fear of making a mistake is sometimes the barrier to taking any action, but that also prevents any learning from happening too. And every lesson serves as a building block toward the next success.
It's been said that Thomas Edison counted all his unsuccessful attempts at developing the light bulb not as failures, but as many ways that didn't work on his journey to finding the one that did. Unfortunately, today's business culture is often not as forgiving, and definitely not as encouraging, of mistakes, yet innovation couldn't exist without failure.
Published on: Thursday, March 08, 2012
Can a "Quiet Leader" also be a "Bold Leader?" a VP of operations asked of other ExecuNet members in the General Management Roundtable. "Sometimes the best leaders are the 'Quiet Leaders,'" he noticed.
"When I think of quiet leadership, I think of men and women who lead by example rather than words, be they spoken loudly or softly," ExecuNet founder and CEO Dave Opton
replied, noting Colin Powell as someone who came to mind.
Published on: Tuesday, March 06, 2012
My takeaways from two recent interviews with ExecuNet members intersected by pure serendipity, but they would lead many business leaders quite purposefully to this conclusion:
If your sales teams are simply chasing the next dollar and failing to meaningfully engage your customers, they may not be your customers for much longer.
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