It is a typical business day for a marketing professional. She arrives in the office, turns on her computer ready to use a special software to do her work. “Your software license is expired. Please contact the sales team of the software company.” is the message she sees. Frustrated, she immediately contacts the sales team of the software company to have the software license extended.
Over the last 10 years I have found myself in countless numbers of virtual meetings, delivered hundreds of virtual presentations and delivered many virtual training sessions, and over that time I have developed my own Virtual Fluency in being able to be effective and efficient when leveraging these virtual technologies.
How many times have we seen a job description that says, “innovative leader,” “agile thinker,” etc. etc.? But then there’s a bullet point buried beneath that saying:
“MUST HAVE 5-7 YEARS INDUSTRY EXPERIENCE.”
This whole talent game is going to have to be rethought.
If attitude is everything when it comes to getting things done, which assumes that some sort of productive change has to take place, then the attitude of the leader has to be the most critical.
“A company is like a ship … everyone should be prepared to take the helm.”
—Henrik Ibsen
Forget what you know about the world of work…
Digital nomadism has been the center of discussion since the 2000s and 2010s. This is the third series of blog posts related to HR Nomads that follows up HR Digital Nomadism
When adopting a performance consulting approach, some practitioners from talent functions find it challenging to change the types of conversations they have with clients.
Like many managers in his organization, Jim was experiencing herculean levels of pressure. Having worked with him before, I sensed that he was actually in tears as he described his request.
A client is defined as a leader in the organization who is responsible for achieving a business goal and who has the authority to change the performance of a group of employees in order to achieve that goal.
