#HR #RRHH Making love and making personal #branding #leadership

If you look at the standard organizational model, the first thing you notice is that it’s a pyramid. It is narrower at the top than at the bottom. There are a lot of worker bees at the bottom of the pyramid — that’s why the base of the pyramid is broader than the top of the pyramid is. There are fewer managers than employees, and there are a very small number of executives at the top of the organization, calling the shots.

Since the typical organization has lots of non-management employees and only a small number of senior-level leaders, it stands to reason that every minute of a highly-placed executive’s day has great impact. The decisions C-level leaders make have huge ramifications on everything from the company’s stock price tomorrow to the firm’s existence or nonexistence five years from now.

Via The Learning Factor

A little more than two years ago, Stanford GSB lecturer and serial board member David Dodson conducted an informal survey of company board members. He queried CEOs as well as the members, and compiled a list of best practices for these advisory panels.

Via The Learning Factor

I always like hearing from readers – you often learn more from them than from management textbooks.  Yesterday was no exception.

I’d recently written a piece, “The Surest Way To Spot A Good Manager,” and an old colleague and friend Thomas Henry had sent me a note quite rightly taking me to task on it.

My point in the article was that three attributes – integrity, a positive optimistic approach, and low turnover – were vital in helping prospective job seekers find high-quality management. Well, though these three definitely are solid managerial qualities, they’re also not close to being an optimal or comprehensive list. Which was exactly Thomas’s point.

Via The Learning Factor