Capital Humain, Gestion et Management, Mon Developpement Professionnel

La solitude du Dirigeant / PDG

ceo-need-for-mentor-coach

When we speak of « leadership » most people unsurprisingly think of CEOship. The reality is that although CEOs are certainly leaders, there are other leaders in the organisation apart from the CEO. Every person who has the responsibility for other people, is a leader of those people, regardless of where in the organisation they find themselves. The CEO is the leader of the entire organisation, but the field supervisors, for example, are responsible for, and the leaders of, the people and functions under their control. A leader is frequently very lonely in the role – not because they don’t have people to talk to, but because they can’t say certain things to certain people. This is not about « friendship » but about effectiveness. Everybody wants to be friends with the leader – it feels nice, it empowers the friend, and it strokes the ego – and that’s all OK and fairly natural….

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?

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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…

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….

Gestion et Management

Réalité du cancer dans le Management moderne

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Today with Jack, as corporate advisors, we have met and dealt with hundreds if not thousands of managers at all levels of the organisation over a total of 60 years between us. When we reflect on them and their performance, and despite their general desire to perform well for their employer (and its shareholders), we can’t help but hold an uncharitable view of the management community. 1. It is the rare manager indeed, who will welcome attitudes and opinions that flag dangers to the organisations. By implications, those negative opinions might create a perception of that manager as lacking skills because they should have identified and dealt with the issue or danger themselves. It is a threat to the manager and will in most cases be rejected by the manager. Consultants who ‘tell it how it is’ experience this all the time. The consultant or advisor might be blamed for not…

Gestion et Management

Nos Champions – Soyez un acteur du changement et soyez prolifique

Champions, Change Agents and Change Advocates are people within the organisation who are knowledgeable about a change initiative, who promote and support it, and with whom employees and stakeholders can direct their questions and concerns. They form a bridge between the change initiative (and its management team) and the organisation, and are an important conduit for communication in both directions. Each Champion, Change Agent and Change Advocate may be assigned to a part of the organisation (or stakeholder group) with which they have familiarity and where they are well regarded and respected. Why is this important? The Champion (or Change Agent, Change Advocate) are essentially the face of the project. Over time it’s common for people who work with the Champion to directly approach the Champion with issues, concerns, advice etc. Such dialogue is encouraged as it assists the project understand the temperament and responses of the business in a…

Capital Humain, General Information, Gestion et Management

Comment travailler votre stratégie et plan d’action pendant un déjeuner d’affaires?

ceo-mic-mentoring and how to get a strategy over lunch

To celebrate a special date for CEO Mentoring, we wanted to introduce a new way to get together. If you want to get an expert and very experienced external Master Strategist’s one-on-one take on your issues resulting in a clear way forward, then arrange for us to meet over a lunch or dinner to discuss your biggest problems, challenges or opportunities. Come by yourself or with a small team of your executives, board members or investors. Expect to spend at least three hours with the expert. If you wish, forward a context document before the session to save time. The bigger the challenge you have and the nicer the meal, then the longer the session – anything from an hour to a few hours. Have been known to start with lunch – have extensive solution-related discussions for hours and end up with dinner – resulting in a crystal-clear plan for going…

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

Mentorat – L’esprit critique reste l’antidote de reference pour eviter la stagnation!

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In his article How Aristotle created the computer: The philosophers he influenced set the stage for the technological revolution that remade our world, Chris Dixon (note 1) gives us a notable tracing of present day computing back through the history of thought to the classic Greek philosophers. In this voyage back in time Claude Shannon and Alan Tuning played pivotal roles in the final stage of developing computers as we know them today. On the one hand Shannon’s main contributions were to separate the logic and the physical layers of computing, and then having mapped Boolean arithmetical logic units onto electric circuits. On the other Tuning, in his attempt to solve the decision problem (Is there an algorithm that could determine whether an arbitrary mathematical statement is true or false?) showed us how to design computers in the language of mathematical logic. Both Shannon and Tuning constructed their work on…