Published on: Wednesday, November 30, 2011
Whether we see the Occupy Wall Street protests as a short-term blip or a harbinger of much bigger things, the movement does make clear that a segment of the American population is angry with business — very angry. And they have a point. The 2008 credit crisis wiped billions of dollars from pensions funds, IRAs and 401Ks. More than a few Americans will have to work past retirement age to compensate for it.
What's more, that crisis wasn't a stand-alone, once-in-a-generation correction. It is part of a 30-year pattern of increasing volatility, decreasing investor returns, and ongoing bad behavior by executives. And it's getting worse. Since the turn of the 21st century, we've seen two massive value-destroying market meltdowns and a string of ethics breaches, including accounting scandals, options-backdating schemes and the subprime mortgage debacle.
Published on: Monday, November 28, 2011
If there existed a business world miracle scale, one might place the resurgence of Chrysler on one end and a certain online shoe retailer that pays shipping both ways at the other.
(AT&T's wireless network playing nice with the new iPhone 4S would fall somewhere in between.)A miracle
: Something extraordinary. Contrary to the established constitution and course of things. The opposite of normalness and usualness. Something that challenges the status quo.
Published on: Wednesday, November 23, 2011
If you're a CEO, you'll want to benchmark yourself against others like you. If you're an in-role senior leader, insight into the chief executive can help you strategically focus your performance goals. For those in job search, you can better position yourself as a solution if you know the CEO's business priorities. Finally, if you recruit top talent, knowing CEOs' retention and engagement triggers can help you place your next candidate.
Published on: Monday, November 21, 2011
In an exclusive interview for ExecuNet members, former Medtronic Chairman and CEO Bill George shares his perspective on getting the right management talent in the right roles, the impact of internal politics and empowering enterprise potential.
George, now a professor of management practice at Harvard Business School, believes today's global business leaders have to learn how to position people to perform up to their true potential and to their key strengths.
Published on: Wednesday, November 16, 2011
1. The most qualified candidate does not necessarily get the job offer.
Many times, candidates with lesser qualifications get job offers simply because they've prepared and presented themselves in a more compelling way. They "package" themselves better, with an outstanding portfolio of career documents and oral presentation skills. The winning candidate is the one who knows how to tie his or her achievements, strengths and assets directly to the employer's needs, problems and challenges.
In a difficult employment landscape, strong qualifications and accomplishments are necessary, but not sufficient
, to find a job you love and earn what you deserve. Don't be fooled into believing that the work world is a meritocracy — it's not. In the end, it's the best self-marketer who gets the job.