How pride strengthens your leadership: motivation, efficiency, and influence

“Vanity is wanting to appear as though you are something; ambition is wanting to be something; self-regard is believing you are something; and pride is knowing what you are worth” — these words, attributed to the Polish statesman Edward Raczynski, reflect the ambiguity that persists around the concept of pride. Often confused with arrogance or…

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Managing your mental resources: an essential skill for any leader

  Future leaders must demonstrate a wide range of skills, from insight and creativity to the ability to cooperate and communicate. Meanwhile, leaders can only deploy these competencies if they are first capable of managing their own — and their employees’ — mental energy.           Special contribution from: Jean-Christophe Beau and…

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Three different types of “superbosses”

Try out the specific strategies of the world’s most renowned talent developers – people who have demonstrated a consistent, rare ability to hire and hone talent into top performers   Though an incredibly diverse group, Finkelstein says that superbosses tend to fit into one of the three following categories:   • Glorious bastards care about…

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Sydney Finkelstein: What It Takes to Be a Superboss [video]

A 7-minute video interview of Superbosses author Sydney Finkelstein by Harvard Business Review senior editor, Alison Beard, about what sets superbosses apart from « mere, mortal managers » and the teachable lessons around how they consistently develop talent into top performers.   What It Takes to Be a Superboss – Sydney Finkelstein – HBR Video…

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What it takes to develop performers

To empower the talent and skills development of your teams, why not try out the specific strategies of the world’s most renowned talent developers – people who have demonstrated a consistent, rare ability to hire and hone talent into top performers. The fast pace of change today renders skillsets obsolete at unprecedented speeds. Formal talent…

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What becoming “data-driven” really means

What does being data-driven really mean in practice? “Let us start with what a data-driven culture is not,” say researchers at the Economist Intelligence Unit, who in 2013 surveyed 530 senior executives about the use of data within their companies. “It is not a belief that data are an issue for someone else in the…

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How do leaders emerge in digital communities?

Virtual communities do not have formal hierarchies or defined roles, so how do their members manage to work together to create innovative solutions such as Wikipedia, Firefox and Linux? Sri Kudaravalli, a professor at HEC Paris, studied how leaders emerge in online communities. His observations and research are highly instructive for anyone considering an alternative…

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The power of the collective: L’Oréal Global Learning for Development

Leader, animator, and coordinator of group learning at L’Oréal, Sylvie Dangelser implemented a learning approach that relies on collective energy. This decision was partly motivated by necessity in a complex, rapidly moving and global system, and partly by personal choice. Business Digest presents her advice on how to share your leadership. The inspiration: united around…

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Share your leadership to unleash the power of the collective

How can you develop agile strategies and encourage fast decision-making without increasing the risk of fatal mistakes, costly delays, or burnout among decision makers? Business Digest presents the insights of Edith Luc into the development of the shared leadership model, which empowers all employees and is better suited to resolving such tensions than former vertical,…

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Collective genius at Pixar and Chromatik

Greg Brandeau has always focused on increasing the innovation capacity of his teams, first at Pixar and now at Chromatik. Business Digest presents his advice on how to develop the collective genius of your company. Providing support rather than direction “If people feel passionate about the company’s purpose, and you don’t draw boxes around them,…

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