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Author: Asad Zaidi (Page 32 of 34)

What Bill Gates said at Harvard University

10/09/2007 / / 0 Comments

President Bok, former President Rudenstine, incoming President Faust, members of the Harvard Corporation and the Board of Overseers, members of the faculty, parents, and especially, the graduates:

I’ve been waiting more than 30 years to say this: “Dad, I always told you I’d come back and get my degree.”

I want to thank Harvard for this timely honor. I’ll be changing my job next year … and it will be nice to finally have a college degree on my resume.

I applaud the graduates today for taking a much more direct route to your degrees. For my part, I’m just happy that the Crimson has called me “Harvard’s most successful dropout.” I guess that makes me valedictorian of my own special class … I did the best of everyone who failed

Read the full, brilliant speech here

Re-thinking Communications

27/08/2007 / / 0 Comments

Based on an extract from a web article

More effective communication can result if individuals follow a simple principle. This effective communication principle is:

FOCUS ON FEELINGS RATHER THAN ON CONTENT

An effective communicator should be able to avoid getting caught up in the CONTENT of another’s message and get to the FEELINGS behind the message…

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8 Principles of Learning

21/07/2007 / / 2 Comments

In the late 1990s, a team of researchers including staff from Xerox PARC (Palo Alto Research Center) studied how learning takes place in organizations. Their conclusions which were very insightful then are even more relevant today. Another dimension that is interesting about these findings is equal relevance to any kind of learning, whether within a corporate organization, an NGO or public sector entity, or indeed with study and learning in an MBA program. In the global knowledge economy, success is all about knowledge. Can you afford therefore not to know these 8 principles of learning..

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Mission and Vision

15/05/2007 / / 0 Comments

from a 1998 article by Peter M. Senge of MIT

Know Your Purpose

We can start by inquiring into what we mean by mission anyway. It is very hard to focus on what you cannot define, and my experience is that there can be some very fuzzy thinking about mission, vision, and values. Most organizations today have mission statements, purpose statements, official visions, and little cards with the organization’s values. But precious few of us can say our organization’s mission statement has transformed the enterprise. And there has grown an understandable cynicism around lofty ideals that don’t match the realities of organizational life….

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Managing Global HR Issues in Today’s Challenging Times

12/03/2007 / / 1 Comment

An article by Dr. Margaret Gremli PhD

Examining The Past: The Status of HR in the 1990’s

To begin a discussion on managing global HR issues in today’s challenging times, it is necessary to revisit the 1990’s. Preparedness of HR professionals to embrace today’s challenging times can be traced back to the legacy of both global and regional happenings of this decade. The positive economic climate of the 1990’s had a direct impact on the management of human resources across the globe. At this crucial time, HR professionals were propelled onto a path of ever-changing demands and uncompromising challenges…

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Writing your Resume

01/02/2007 / / 0 Comments

Article by Margaret S Gremli Ph.D

One of the things that everyone wrestles with when writing their first resume is how to organise the information that needs to go into it. The conventional approach for someone who has been in the job market for some time is the “chronological” style. As the name suggests, this style tracks job progression chronologically. Its advantage is that it gives the reader an idea of how an applicant has progressed from one job to another in a particular career path….

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Results-Based Leadership

27/01/2007 / / 0 Comments

A previous article in this blog suggested that leadership is not about one magical trait or highly moral attribute – or a set of specific skills. It is many things – arising from a complex personal toolkit. One of the many “things” that a leader has to deliver are results – Dave Ulrich of the University of Michigan and consultants Jack Zenger and Norm Smallwood in the US have argued that it is not enough to gauge leaders by personal traits such as character, style, and values…

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