Article by Karl Moore Many managers today don’t relish giving feedback. In the past, feedback was associated with the annual review, a thoroughly unenjoyable hour where everyone involved couldn’t wait for it to end. Today with Millennials as the future of our organizations, feedback is more central to the role of manager than ever before. ... This was written with Sema Burney.
On the eleventh day of November, people around the world will again honour those who have served in the armed forces through ceremonies such as Veterans Day in the US and Remembrance Day in the UK. Those of us fortunate to have not experienced battle will doubtless give thanks because, as the Civil War general, William T. Sherman succinctly put it, “War is all hell.” But no matter how terrible war has been and continues to be, philosophers, social scientists and, of course, business school academics have been able to extract valuable lessons from it.
Article by Karl Moore There is a great deal of natural leadership locked up in America’s prison system. Many inmates have drive, a profit orientation, charisma, and a strong ability to influence. How can they turn those strengths into successful post-prison careers? In this post, we turn to Catherine Hoke, Founder and CEO of Defy Ventures, and learn how Defy is helping to do just that.
Article by: Karl Moore & Sienna ZampinoThe authentic self is a goal for all four generations alive today: Seniors, Boomers, Xers, but most especially, Millennials. It can mean something different for each generation, and it evolves over time. We believe that Millennials are the most critical – they are the future. The better you are at being an authentic leader, the more your Millennials employees will appreciate you.
Article by: Karl Moore & Sienna Zampino When working with Millennials, it is imperative to listen to them – really listen.
There’s no doubt about it: for many of us, the “traditional workplace” is a thing of the past. With the shift into digital — whether it’s telecommuting or starting a business — one thing is certain: we’re spending less time in the office elevator. And with that, fewer opportunities to get in front of the boss, chat up that potential client in the elevator, or wax poetic on the subtleties of Return On Assets to the CFO.
The CEO of a major multinational came to our McGill MBA CEO Insights class and told us that, as an introverted leader, he had to put on his “game face” whenever he left his floor. That is, if you want to be a CEO of a big company, you need to act like an extrovert, at times. After studying introverts in the C-Suite, I [Karl Moore] have come to the conclusion that extroverts, like myself, must put on our “game face” and act like an introvert at times, in order to be effective leaders.