Author: Asad Zaidi (Page 22 of 34)
The environment we create for ourselves is a reflection of the way we act – like a mirror. When we become open and transparent, others around us start to do the same. If we keep our feelings and thoughts and emotions to ourselves, this is a signal to others to also withdraw into their own shells…
One of the key challenges in any interview process is to assess if the candidate in front of you has the degree of maturity necessary for the position. We usually find it not too difficult to assess technical competence, communication skills and things like confidence and flair. Most interviewing skills do include assessment of personal attributes but maturity does not figurecourses talk about assessing technical, functional and personal and But innate maturity is what sets one candidate apart from another when all other things are equal
We sell to people and people are complex. They come in all sizes, flavors and from different backgrounds and culture. However, they all have something in common. It is called the human condition. Here are 4 secrets of selling that once understood can help you to sell more effectively…
How do you Motivate People? This is an extract from an article in Harvard Business Review (HBR) by Frederick Herzberg – one of the most popular HBR articles of all time. It provides a really insightful look at all the things organizations do to motivate people without much success…
The surest way of getting someone to do something – is to deliver a kick in the pants-put bluntly, the KITA. But there is a danger that a manager might get kicked back in return, so companies usually resort to positive KITAs, ranging from fringe benefits to employee counseling. But while a KITA might produce some change in behavior, it doesn’t motivate people…
This is an article by Clayton Christenson, a professor at Harvard Business School. Most thought-provoking and powerful…
Editor’s Note: When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. Just a few weeks later, the economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success.
The students seem highly aware of how the world has changed (as the sampling of views in this article shows). In the spring, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them-but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply them to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. And so we asked him to share them with the readers of HBR…
You have been the company hero, the person everyone comes to when they want to complain about the boss. You listen to their woes, offer advice and accept their gratitude for the wisdom you have dispensed. Sitting at your desk, feet stretched up on the desk, you feel expansive. Work is easy. It’s a good life. You think to yourself “These people love me. I guess it’s only natural. I am after all a natural leader. It’s just a question of time before the company is going to give me the unit manager’s job”.
The next day, the CEO calls you over and tells you you have the unit manager’s job…
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