If you found time recently to reflect on where you are on life’s journey or on the pathway of your executive career, you may have found yourself thinking more about your purpose, your time and your priorities.
Finding meaning in your work, and the example you set as a leader, is a powerful motivator when business demands require you to travel to far away time zones or when urgent matters require you to stay up late or arise very early to monitor emails and more.
As the demands on global leaders continue to escalate and complicate the balance between work and life, it is imperative to take stock of why you’re committing so much of yourself to your current role, your current employer and its employees and customers…
Coaching can be challenging, even for established leaders. However executives who are open to being coached and therefore, learning more about themselves, have a far greater opportunity to achieve their full potential. Executive coaching also acknowledges the value of the leadership team and a focus on continual improvement within the organisation.
Opinions and perceptions are formed very quickly in our rush-around business world. That’s especially true when senior business leaders look around and decide which people, products and processes to invest in. Because they are likewise stretched then, many CEOs and other ‘C-Suite’ executives look for behavioural and verbal cues to reinforce what they think they already know.
Sometimes, through no fault of their own, individual leaders at just about every level of the organisation can be stereotyped or internally branded in a way that limits their career growth and development and the support they get from the enterprise.
Achieving sustained business growth is not an easy task, no matter the size of the company. The stakes are even higher when corporate objectives clash with the prevailing culture of an organisation.
Business growth and profitability is the stuff of legends.
Companies that astound investors, employees and the business media with sustained or unprecedented expansion become the darlings of the global financial markets and the spotlight grows on the careers of the executive officers, non-executive directors and innovators who made it all happen.
It is not surprising, then, that we are all chasing the same dreams. Growth leads to new opportunities. New opportunities present the potential to change the things around us. And recognition enables influence on a scale sometimes unimagined.
Yet there comes a time in the development of any company – large or small, public or private – when the risk of significant imbalance between corporate objectives and company culture escalates and begins to threaten continued business growth…
Building strong relationships is important at any level of your career. Leaders who display a high level of emotional intelligence are more likely to build trust with clients, enjoy better rapport with their teams and achieve greater success for their organisations, which follows through to their personal accomplishments.
We’ve all been there.
You know, at that moment in an awkward business, social or community environment when it becomes pretty clear to most parties involved that one among you has an alarming lack of self-awareness. Whether that reality is betrayed by one’s behavior or language, such a lack of self-awareness is often a signal to others to disengage, maybe for good. Maybe this was you at a younger age, or at decidedly different point in your career.
Whatever the case, the key is understanding yourself – your tendencies, your style, your strengths and weaknesses when it comes to interacting with others in the workplace – so you can put your best self forward and maximize your potential as a global business executive. This self-realisation, which can be bolstered by raising your understanding of emotional intelligence (how your actions impact others), is an important first step toward taking your relationship building skills to the next level.
It is important to re-boot your thinking when starting a new leadership role and not fall into the “this is what we used to do at my old firm” default!
When you open your computer each morning, your email looks a certain way, your web browser makes it easy to get to your favorite web sites, and your desktop looks however you like to see it organised. This is because, somewhere along the line, you or one of your IT staff programmed these as the defaults you will come back to time and again, thereby making clever short-cuts a real time-saver in a busy global executive leader’s routine.
But much like the instructions plugged into our laptops and desktops, it is important for global leaders to recognise that past successes and failures alike could have the same effect on our own day-to-day leadership and management tendencies if we are not mindful of how habit and comfort can shape the path in front of us. These intellectual and behavioral “default settings” can be sources of exceptional performance yet also the catalysts of tremendous failure.
There remains a significant gulf between the kind of organisation many companies espouse and what their employees say they actually are.
Even inside some of the most successful global business enterprises, there is a hidden culture and social identity and energy that either complements the party line about the company’s missions and values or recognises it to be disconnected from the day-to-day operating realities of their work forces. This misalignment of people and priorities is both a threat and an opportunity for global leaders.
The management view – and that of the marketers, human resources and corporate social responsibility promoters responsible for effectively messaging corporate culture to create a unique business identity and attract top talent from the outside – is usually far out ahead of the reality known amongst those who occupy your office’s cubicle workstations…
You probably already know – or perhaps even fit – this management type.
You know, the hard-charging Chief Executive who demands a tremendous amount out of his or her people, and even more of themselves.
If you have worked with and possibly even reported to just such a global leader, you may have find yourself thankful for the experience, humbled by their commitment and personal sacrifice, and changed in some meaningful way because of what he or she taught you along the way.
For many of us, these behavioural and character traits define the kind of business leader we want to work with and, perhaps, to become after witnessing the success they built and the fun they allowed themselves to have along the way. Hard work has its rewards, and these global leaders – these examples of hard work actually paying off – represent a great motivation to realise our own career potential…
Here’s one way to kill workforce productivity: subject your most productive people to death by meetings. Other factors that could be impeding the success of your organisation are a misunderstanding of priorities at various levels, as well as negative attitudes among employees who haven’t been properly engaged to share the organisation’s vision and therefore, work towards achieving its goals.
There comes that time in a company’s fiscal year when the executive team looks at the top line and the bottom line and then looks to the people around the room for answers and solutions. If the results are better than expected, the excitement lends itself to a comfortable discussion about what more can be done to push great financial returns even higher. You have been here before. The confidence that comes with superior outcomes often lends itself to further investment, expressions of gratitude and also some laughs, too…
Many of today’s leaders will have experienced the fast pace and high stress of commercial business in the world market as they established and advanced their careers. Achieving a balance between productivity and preparation is important when finding your rhythm, but successful executives also understand the importance of strategic thinking, and allow time in their schedules to pause, reprioritise and reflect on their achievements.
There comes a time in the life of a busy, globe-trotting corporate executive when it seems the ‘To Do’ items on your professional priorities list keep coming at a dizzying pace. It is no wonder, then, why even the most accomplished business leaders look to the advice of other, successful people for ideas and clues about becoming more productive, more effective and more engaging as a figurehead of the organisation he or she represents.
How much is too much when it comes to reporting? Whilst capturing, consolidating and publishing corporate information is an important management tool (and typically a governance requirement), large organisations can easily get bogged down in administrative red tape of their own making. To be globally competitive, the imperative for business leaders is to streamline rather than add further complexity to management processes and reporting procedures as their organisation grows.
The ways of the modern business world are changing and evolving almost as fast as global organisations are trying to find and maximize new business opportunities. For many companies, growing beyond their initial national borders is an undertaking that has been years in the making, while others – nearly from the start – have grown cross-border roots just as soon as their ideas took flight. Yet in either case, savvy global executives must consider the complexities and the complications that can come from growing too fast or from simply stretching the boundaries of products and services to new markets overseas.