Authenticity is not always a desirable trait in a manager, especially if their natural behaviour is unpleasant. Managers need to adopt different styles for different situations, says Stefan Stern.
‘Out of sight, out of mind.’ This age-old saying speaks to an ever-present concern about international business: how do you manage people you cannot see and seldom visit? While businesses love to celebrate the promise of globalization, there is less discussion of its practicalities.
This FT book review of Svend Brinkmann’s Stand Firm: Resisting the Self-Improvement Craze is a welcome antidote to the promise of positive thinking. It will certainly prompt executives to reflect on, and refine, their work and career expectations.
The financial crisis of 2008, allied to the continuing upheaval in politics that most recently culminated in the UK’s Brexit vote, seem to be pointing to a collapse of trust in institutions and corporations. What can companies and their leaders do to restore faith in their business, not least among their own employees? What kind of investments in people do they believe will have the greatest impact on their companies’ business performance and on the development of their staff?
A report in CEOWORLD Magazine considers the implications of a European study into attitudes among the C-Suite and senior managers.
Corporate learning is a priority, say European business leaders, but measuring business impact is a challenge
FT | IE Corporate Learning Alliance launches Corporate Learning Pulse, a survey of 600 business leaders across Europe, to uncover European business attitudes toward investment in people.