Economists refer to it as the agency problem: The incentives of executives are misaligned with the incentives of the company. If you have stock options that vest in five months, who cares what happens in five years?
A calm and graceful response to any negative publicity is the best way to maintain control over your own narrative.
From your customer service representatives to your sales team, your staff’s day-to-day decisions on the job quite literally make or break your brand experience. Which means, at the end of the day, your brand is only as strong as the crew you’re letting run the ship. So how do you hire a cultural fit?
Most board members join an organization for the right reasons, but many fail to make a meaningful impact. Meanwhile, executive directors complain their board lacks engagement and makes unreasonable demands. Obviously, a disconnect exists, but this scenario has a solution and can be fixed. Here’s how:
Scenario: You open the refrigerator to find a near-empty milk carton. What would you tell your partner or roommate? Whether you would say, “Get milk when you go out,” or something more like, “Hey, we’re out of milk,” can tell you a lot about your communication style.
I think Mayor Johnson is ready to move on. He has been a big fish in our small pond long enough. The grand opening of the arena in October 2016 will likely be his public farewell, a metaphorical victory lap. Cuts ribbon. Drops mic.Take my prediction with a grain of salt. But if 2016 is his last year in office, how will he be remembered as mayor?
We live in a world of tribes. On a macro level, we discover that every organization is a tribe, a cadre of people involved in formal and informal levels of engagement. The existence of these tribes has major implications for today’s leaders in their quest to create world-class teams, businesses and companies that make a difference.
In March of last year, we highlighted 12 rising leaders in our inaugural young professionals feature (“Command and Deliver,” by Russell Nichols, March 2014). Here’s what a few of them have done since:
Telecommuting is a hot topic around many water coolers and a popular office perk, particularly for enticing young professionals. But while it may be commonplace in a number of companies, deciding if it is right for your team takes careful consideration. If you do choose to enable telecommuting, a few simple policies can make the process smoother.
Old or poorly planned content can render your website ineffective and obsolete. Here’s how to flush it out.
Hiring is a confounding game. Some people have a great knack for it and an intuitive sense about people — but even they can get it wrong. The world-renowned Disney Institute hires “attitude versus aptitude,” and you would be wise to do the same.
California State Treasurer John Chiang is on a mission to make California’s corporate board rooms more diverse. Chiang believes greater board diversity is simply good business, saying that those which choose to remain what Forbes once deemed “pale, male and stale” are “just not capturing the opportunities of the 21st century.”
Focusing on four sectors — STEM, justice, development and investment — we rounded up some of the city’s key leaders: a district attorney, a med school dean, the head of an FBI office and enough CEOs to rival “Shark Tank,” to get their take on how women are perceived in their industries, how that perception has changed over time and what it will take to truly reach parity.
At JPMorgan Chase, we know that success is achieved through a balanced team of women and men making joint decisions. I am so proud to highlight some of our many initiatives that promote women in business:
Our small company is considering bringing on two or three summer interns. Half of me thinks this is a great way to get some help with projects, tap into the knowledge of a younger generation and give back to our local students. The other half of me thinks this is going to be a management nightmare that will suck my working hours dry. How can we ensure a successful summer for everyone involved?
Numerous times a week, I’ll be in a conversation with someone who says, “Sorry it took so long for me to get back to you. I get about eleventy billion emails a day.” I often say the same. Yet if I were to weed out all of the unnecessarily forwarded emails and the eternally sinful replied-to-all responses, my inbox would probably be down to a tidy 36.
It’s a challenge that faces many entrepreneurs of self-built companies. How do you gracefully and lucratively transition a business to a successor or new owner when it’s time to retire?
The challenge of finding sales talent keeps some companies from growing or even surviving. That’s why sales training boosters say it’s time for university business schools to turn out graduates who can take sales jobs and quickly hit their numbers without months — or even years — of on-the-job training.
A well-organized focus group provides feedback you can use to create a strategy to move forward, build on what’s working well, remove obstacles and finally articulate a clear and concise elevator pitch for your brand. Here’s how to conduct one:
For all its importance to business survival, companies tend to fail miserably at hiring sales staff. A 2011 survey of more than 400 firms by DePaul University researchers found that hiring one seller costs $29,000. But a lot of that money flutters out into the ether; a third of recruits don’t make it through their first year.