Walking the Talk
...believer that demonstrating values is not based on an occasional grand gesture from a leader. Instead, it means that leaders continually model their own actions to set the desired tone...
...believer that demonstrating values is not based on an occasional grand gesture from a leader. Instead, it means that leaders continually model their own actions to set the desired tone...
...Experience Irene’s focus is on leadership growth, team development, change management and organizational learning. She believes that a learning organization is a thriving organization, and spurs leaders to learn differently...
...why this was and if they believed it was primarily because people in the Midwest tended to come from good, hard-working, honest backgrounds, and that they didn’t have any pretensions....
...environment that empowers their employees to take care of their customers. At Ascenty, we believe in the upside-down pyramid whereby first companies focus on creating a great work environment for...
...strengthening company cultures. Without visible leadership from the top, cultures do not change. Culture means “how we do things around here” and is a reflection of the beliefs employees hold....
...know and who have coached with me that tell me that I would not believe the number of assistant coaches who would like to meet me,” he said. “They think...
...Gen X’s tech-savvy even if not tech-dependent, the Gen X belief in altruism and independence as a management style, and thoughts on AI in law and business going forward. https://open.spotify.com/episode/180lnKt7FJCqHeI9qnwiSg...
...their talent goals.” “We have had amazing discussions with our new colleagues at DHR. There is total alignment in how we respect our people, value our many clients and believe...
...digital transformations are table stakes for the future competitiveness of incumbent organizations, and the time frames are getting shorter. “Changing work models and implications for talent” “Many APAC chairs believe...
...CEO role believing they must personally hold all the answers often become bottlenecks to execution. In contrast, leaders who build trust in the collective intelligence of their teams – and...