CEO Mentoring - Dans la Presse

Bonne et Heureuse Annee 2020

We have been living in a turbulent world where we saw the population going in the streets to defend what they believe it. So the only constant is change and the rate of change is accelerating exponentially. It becomes a rule year after year. It shows even more that we all need to develop a learning strategy and as one of the Director of CEOM mentions it: Success today is no more about what you know, It is about what you do not know. Do you agree? To your Family and yourself, Happy, Healthy & Prosperous New Year 2020 365 Days of Happiness 12 Months of Health & 1 year of Prosperity! PS1 We remain available to discuss your 2020 resolutions. PS2 Do you know what Quality Express Mentoring is? Check it out here.

Contribution de nos Experts Thematiques, Gestion du risque, Gestion et Management

Comment réduire le risque de votre investissement au moment du lancement de la société?

ceo-mic-sme-how-to-reduce-risk-funding

We suspect that when you acquire or make a significant investment in an early-stage company, your investment colleagues always consider the risk and suitability of the entrepreneur and those close to them, to take the company to the next stage. You know that the entrepreneur knows their products or services, but you will be asking yourself questions such as: *Does the entrepreneur have the required management experience and skills to handle the issues in functional areas where they feel less at ease (e.g. manufacturing, supply challenges, customer challenges, channel issues, industrial relations challenges, stakeholder management, marketing, and so on?) *Do they have the leadership skills to increase headcount and at the same time keep their people motivated and engaged? Creating a product, idea or concept is one thing; but can they manage the growth and all its implications? *Is the entrepreneur ready to keep focused on running the business and…

Uncategorized

Leadership du changement – Comment ameliorer les resultats

transformational, leadership, john McMorrow

Proactive, collaborative and transparent leaders consider, the effect and reaction from others when looking at what changes in action, behaviour or management style will have over the team or department in their organisations. These leaders carefully measure how a decision relating to one department will affect the entire organisation. They will have an awareness of where to initiate the first action to best affect the remaining team members. These leaders understand that their work and those of each manager is only made possible with the collaboration, trust and momentum that comes from their team. These Transformational leaders approach each situation from a place of internal motivation, using this force to power the collective mission and vision of the organisation. By instilling equal value and power into everyone within the organisational, the leader is trusting that the change in the individual will inevitably affect a change throughout the entire organisation. To…

Contribution de nos Experts Thematiques, General Information

Experts Thématiques pour vous aider dans vos projets (plus de 200 thèmes)

mentoring-across-many-industries

We are excited to share with you a list of industries and sectors that our approved MICs (Mentor In confidence) and SMEs (Subject Matter Expert) have experience in. This list is regularly enhanced as new Mentors and SMEs are added. Aerospace (including unmanned aerial vehicles) risk management and legal strategy Agents, sales agents & distributors recruitment & managemement (Fashion) Airline operation and control Airline process optimization Aligning business, sales, HR and technology Anti-bribery and corruption training and communication Apparel, leathergoods, accessories and jewelry Authentic Leadership, Self Awareness and Emotional Intelligience Aviation training Behavioural economics / risk management Brand Management Board Advisory Building and maintaining an ethical and compliance culture Business and financial management Business change Business development in aerospace, insurance, procuring investment Business Planning Business strategy Business Transformation Buying and Merchandising (open to buy plan and concept) Buzan’s Mind Mapping and Speed Reading Career Counselling & Development Career transitioning Category…

Gestion et Management

Comment survivre dans une grande société? Les 10 Règles à suivre.

I have had the opportunity of experiencing and observing corporate life and culture from within the organisation as a manager, CEO and board member; and from the outside looking in, as an advisor, consultant, researcher, shareholder and observer. I have thus been able to reflect on the operations and effectiveness of corporations and organisations in the for-profit, not for-profit and government sectors; and on the people within those organisations. In that context, I am firmly convinced that to survive and ‘prosper’ (from a career perspective) in an organisation, one needs to understand the corporate context in which the ‘game is played’, and be competent in the ‘playing of the game.’ I am of the view that people within larger organisations who have career aspirations within or beyond those organisations, need to practice the 10 Laws of Corporate Survival. 1. Non-Existence of a Cultural Vacuum. Understand that the organisation is not…

Gestion et Management

Faut-il croire dans le Management?

management-pdg-croyance

Much has been written about the loss of trust in management. These discussion almost always deal with the loss of ‘trust from below’ – i.e. trust by employees or subordinates of senior management. What they don’t deal with is the loss of ‘trust from above’ – i.e. the loss of trust by the board and shareholders in management. Causes for this include management: Setting expectations and failing to deliver. Saying things that are later demonstrated to be false. Withholding part of the ‘truth’. Only putting one side of the argument for an initiative proposed by management. Pursing initiatives that only management will personally benefit from (i.e. establishing KPIs when those KPIs are the basis of management’s remuneration.) Pursing personal gain ahead of corporate gain. Sabotaging initiatives that benefit shareholders ahead of management (e.g. golden parachutes, etc.). Promoting colleagues beyond their competency. Allowing risks and problems to remain unresolved beyond necessity….