Gender doesn’t matter, talent does. And when you know that between 2014 and 2016, only 15% of workers in Germany were engaged at work then it is more than urgent to take a look at the management culture and to not just hire for experience or skills but for the talent to truly work with and inspire people.
That’s more than Canada’s entire economy, Germany’s DAX (Germany’s biggest 30 companies put together)! The eight tech giants — Facebook Inc., Amazon Inc., Apple Inc., Netflix Inc. and Google parent Alphabet Inc., as well as their Asian peers Baidu Inc., Alibaba Group Holding Ltd. and Tencent Holdings Ltd. — have amassed as much money in 2017 as Pacific Investment Management Co., one of the world’s biggest fund managers, has done in about 46 years. Speechless.
Adam Bryant has interviewed 525 chief executives through his years writing the Corner Office column for the NY Times. In his last column (unfortunately) he sums up what his takeaways are from what’s important about leadership, culture and the “men vs. women” question. A great read – this is my favorite takeaway from the article:
“You have to be open and alert at every turn to the possibility that you’re about to learn the most important lesson of your life.”
The digital revolution has long begun. And many companies are taking the first steps into their digital transformation. Everybody is talking about digital. Topics like big data, automation of processes, robotics, AI dominate the conversation….but many seem to forget that this change is not only about technology. It is foremost about corporate culture, structure and, of course, leadership.
For a company to successfully change its structure and culture, leadership needs to step up to the plate to convince employees why the change is needed and walk them down the path. But here is the sticking point: change is emotionally charged. It can emote fear, insecurity but also acceptance and inspiration. And at the end of the day it is only the individual who will make the decision if s/he wants to change or not.
That is why for companies to evolve and grow in this digital revolution it is imperative that they have leaders that are doers, who can generate enthusiasm in their employees, who embrace change and see it as an opportunity not as a challenge. But unfortunately I still see too many leaders who are blocking change. And because they are the only ones who can truly drive change, it becomes more and more frustrating for those around them who are ready to jump into all the opportunities that the digital revolution has to offer. My recommendation? Weed out managers who prefer to remain in a comfort zone early.
Influencer marketing has become a major part of how we market today. After all , with everything happening on social media, consumers look at fellow consumers to inform their purchasing decisions. Instead of looking at companies, they now look at each other and their favorite personalities.
But many challenges remain. Nasdaq Corporate Solutions and PR News surveyed 400+ PR and marketing pros to better understand how they are finding the right influencers to work with, and the challenges they are facing with measurement. You can read the full report here
This week Edelman released their annual Trust Barometer. The general population’s trust in all four key institutions — business, government, NGOs, and media — has declined broadly, a phenomenon not reported since Edelman began tracking trust among this segment in 2012. Wow. But maybe not surprising when we are living in a “post-truth”era. Rebuilding trust is a shared responsibility by all of us. And we can only do this by putting people first