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Robert D. Austin and Thorkil Sonne
People who are “different,” behaviorally or neurologically, can add significant value to companies.
Julian Birkinshaw et al.
Several organizing principles can help companies sustain both profitability and a sense of purpose.
MIT Sloan’s Robert Pozen offers an array of strategies to make work time more productive.
January 8, 2013 | Vala Afshar (Enterasys Networks Inc.), interviewed by Robert Berkman
Vala Afshar, chief marketing officer at Enterasys Networks Inc., in Andover, Massachusetts, says that social tools created an open, flatter culture where the best ideas, not people with the highest titles, are recognized. By adding Salesforce.com’s Chatter social network, Enterasys created closer connections with customers and a more positive work environment. It uses a system that translates machine language to tweets, so that its social network is now managed both by people and machines.
Careers are all about the pursuit of fame, fortune, power, meaning and creativity. The combination that's right for you might need to be different for your colleague. Here are a few ways to think about managing a career.
Being a free spirit in clothing choices can lead to positive inferences of status, confidence and competence.
Jean-Louis Barsoux and Cyril Bouquet
Many factors cause talented executives to be sidelined within organizations, but they can usually be remedied.
“Our careers provide the most very tangible, immediate achievement,” says the Harvard Business School professor. But they’re only a piece of the life puzzle.
Daniel M. Cable et al.
Employee orientation practices that focus on individual identity can lower employee turnover.
Pat Auger et al.
New research sheds light on the role of a reputation for corporate social responsibility in hiring.
Günter K. Stahl et al.
Companies that are successful at global talent management subscribe to six key principles.
The answer to that simple question may reveal a lot about your organization.
March 18, 2014 | Mark Keil, H. Jeff Smith, Charalambos L. Iacovou and Ronald L. Thompson
Accepting five inconvenient truths about project status reporting can greatly reduce the chance of being blindsided by unpleasant surprises. For instance, many employees tend to put a positive spin on anything they report to senior management. And when employees do report bad news, senior executives often ignore it. Overconfidence is an occupational hazard in the executive suite, and executives need to examine their own assumptions and beliefs about project status reporting.