Negotiating through the myriad of management development offerings can be confusing for Learning and Development professionals. There is a huge variety of designs, philosophies and delivery methods on offer, all of which may appear to meet expectations – but it’s fair to say that not all will necessarily be effective.
Today’s organizations face volatile, uncertain global markets that are driving changes in executive skills and education. In addition to traditional technical and emotional capacities, adaptability and lifelong learning are now necessary skills.
Considering an executive education course? Smart move, because when it comes to professional development, everyone wins – those who update their skills and the companies they work for benefit. But the reverse is also true: Organizations that let their employees lag can lose their competitive edge in the global marketplace
Throughout the world, executive education is no longer seen as purely an opportunity to say thank you to hard-working managers.
Steve Jobs did not like consultants. In a 1992 talk at MIT Sloan, he discusses his philosophies on hiring, managing and Leaving AppleIt’s a point he made clear back in the spring of 1992 when the Apple and NeXT Computer Corporation CEO delivered a guest lecture as part of the MIT Sloan Distinguished Speaker Series.
You might expect that a boss who cracks jokes is healthy for the workplace, while a boss who blows his stack isn’t. As it turns out, the opposite might be true—depending on the circumstances.The conclusions come from two new research papers by overlapping research teams including Zhenyu Liao, an Olin Business School post-doctoral faculty member in organizational behaviour.
The first two discoveries at the earliest stage of human civilisation were how to make fire and farming than scavenging for sheer survival. Many small discoveries taken together produce a revolution.
Scanning the evolution of human civilisation, scholars have identified three major revolutions which have made the world as we observe and experience now.
More than two centuries. That’s how long it will take to achieve gender parity, according to the World Economic Forum’s latest Global Gender Gap Report. There is widespread agreement we can’t wait that long.
It is getting harder to ignore the steady rise in food prices. On average, prices have gone up by 2.6% annually in the past two decades worldwide. This steady rise is a reflection of global food security issues. Through the lens of the DRIVE framework, we can detect the megatrends behind the breakdown of traditional agriculture
Emotional intelligence (EQ) has been taught and embraced in the ranks of executive leadership for a while, but it’s been relatively slow to catch on in the sales world – until now. The value of EQ in the sales profession is finally getting the recognition it deserves.
Four tips on managing your career from Rob Falzon ’83, CFO of Prudential and a 35-year veteran of the company.
There is a lot to be learned about leadership, especially when you come, as I did, from one field into another. After a career in music and then a quarter of a century of raising awareness about HIV/AIDS there are five things I think I want to pass on and I owe all the insight I have to a brave young man called Ryan White.
Picture yourself twenty years ago and compare this with the wisdom and competence you have today. Chances are that you have come a long way in your development. At a deep level, life is change. It is the seasons coming and going. It is being born, growing up and growing old. It is distinct events – beautiful and sad ones – that bring an end to life as we knew it. And it is thousands of small, slowly-building shifts of mind, emotion, and behaviour that pave the way for a lifelong movement toward greater freedom, fullness, and functioning in every aspect of our lives.
As a beginner tango student years ago in New York City, I was lucky to have a gifted teacher who understood how important psychology is to the dance. In tango, as in all leadership roles, understanding the opposite point of view is essential.
The more you think you know what you need to know, the greater is the probability that you are in need of still more learning. Learning does not come from only reading, though that is an important source.It comes from experience, interactions with other practitioners, networking with experts, among others.
In recent years, more MBA students have chosen to forgo careers at large, established firms and chosen to join startups. Professor Olav Sorenson, whose research interests include entrepreneurship and venture capital, has increasingly found himself facing a question from job-seeking students: if I want to be financially successful, should I join a startup or an established company?
Corporations and governments are beginning to understand that people want to be productive throughout their life. Many companies still seem to think that employing you is like marrying you and if you leave it’s a divorce – but it’s not! People will want to come in and out of the workforce – not just to care for children, but to take a break or to retrain.
What makes a good leader? This question confronts us at every election and with every domestic and international policy decision. As a professor of classical languages and literature for more than 30 years, I marvel at our insistence on addressing this question as if it were brand new.
Centuries ago, myths helped the Greeks learn to reject tyrannical authority and identify the qualities of good leadership.
Creative activity surrounds us: hordes of teenagers have morphed from TV-addicted couch potatoes into YouTube movie makers. They have produced a stupendous amount of footage, ranging from silly cat videos to Lego movie remakes, from tutorials to video blogs.
Getting admission in an Ivy-league class of B-school is a dream of many young professionals. The question is how? Professor B Bhattacharyya, Former Dean, Indian Institute of Foreign Trade (IIFT) reveals the secrets. (Eg: Some of what applies to graduate and post-graduate students could well be relevant for those managers aspiring for mid-career executive education).
The departure of Kumble and the re-arrival of Ravi Shastri has dominated the media headlines a few months back. Despite the passage of time, it is good revisit this incident. The facts are well known. Our intention here is to discuss what management lessons can be drawn which are applicable across the board.
I have yet to meet the person whose life is a forever happy, straight line with an uninterrupted positive slope upward from birth to death. After all, life tends to be an assortment of highs (graduating from school, getting a good job, maybe getting married, having children, getting promoted, etc.) and lows (losing a job, the death of a friend, etc.). Macro issues – social, political, environmental – also have a tremendous impact on our lives, contributing to both the peaks and the valleys in our “lifelines.”
As dean of one of the world’s best B-schools at the time of the financial crisis, Dipak Jain drew on a quality every manager should have: the ability to anticipate. Today, as the Director of Sasin Graduate Institute of Business Administration at Chulalongkorn University in Bangkok and for a man who has risen so high as a business educator, Dipak Jain says with a trace of wonder that he sometimes reflects on how his circumstances could have been so vastly different.
Dronies are selfies filmed by remote-controlled drones, registering your face and surroundings from the sky. Dronies are the natural evolution of existing technological trends and might teach us a broader lesson about what the future holds.
Anger has got its uses. It can send a clear signal, is a great communication devise and probably the only effective method other than physical combat to attack people where it hurts. Sarcasm probably comes close second. However, most of us have not mastered the power of anger and gets immersed in the negative spiral of it.
Open enrolment programmes are developed entirely by a business school. Participants rely on the business school to know the skills that the market demands and to develop a course of training that meets that need. In other words, you don’t have to worry if you don’t know what you don’t know – there’s a ready-made solution that will fill your knowledge gaps.
No commute. No drive-by meetings. No dress code. Remote working can seem like a dream — until personal obligations get in the way. These distractions are easy to ignore in an office, but at home, it can be difficult to draw the line between personal and professional time.
My summer short course executive education “students” are terrific. They come from all over the world and radically different industries. They’re entrepreneurs as well as intrapreneurs inside established organizations. They’re motivated, dedicated and demanding—as they should be. They authentically want to be better innovators. I’m grateful for their commitment and how much I learn from them.
The people we sit near at work inevitably impact our day. They may brighten our mood or drive us crazy.What’s more, our work neighbors can actually change how well we do our own jobs.
Recently the world watched with shock and fascination as a global superpower fell to its knees. We would like to ask 'Could the same happen to you? Who knows something in your organisation that could bring it (and you) down?'
For many on ambitious career paths, Long hoursmay be good choices, keep in mind that You’re closest friendshipsare a casualty of your busy schedule, you will likely come to regret it.
In an era of endless disruption, learning is an organization’s only sustainable competitive advantage. It may be the only sustainable competitive advantage in the near future.
Various questions arise, when we think of executive development. “Why should I take a continuing education course from a university than a consulting firm or training company?”
Technological innovation in communications, and new media platforms such as YouTube, Facebook and Netflix are collectively transforming the way video is produced, distributed, consumed, archived, and monetised.
No matter how seasoned an executive is, the ever-changing business world requires even the most experienced leaders to adapt by learning both new skills and new ways of thinking. Here are five circumstances in which you’ll know it’s time to start looking at executive education programmes.