Tough-love managers are those who are extremely competitive at work, do not tolerate incompetence, but at the same time are extremely caring about the employees they are to work with. These kinds of managers may often seem abhorrent at the start, but are most effective in drilling life lessons. A reasonwhy certain professionals prefer recruiting candidates with experience in retail or hospitality is that such candidates will always be well-drilled on customer-servicing. A professional recounted his experience of hobnobbing with celebrities as the one where he learnt to recognize the efforts of all. This happened because several celebrities would treat others like nameless servants. These tough-love managers turn out most effective at talent management because encouraged everyone within the team to grow. Under them, the job profile of mentees keeps evolving with time.

Source:https://www.strategy-business.com/blog/Why-We-Love-Tough-Love-Managers?gko=4ce03

Uploaded Date:23 February 2018

There exists a famous anecdote on President Kennedy’s visit to NASA headquarters, where on being asked, a janitor explained that he was helping put a man on the moon. This clearly shows the leadership level at NASA which brought pride to work among all. Each human being has experienced leadership of some sort since childhood beginning with family and then other social exchanges. It is an exchange between leader and follower, involving both verbal and non-verbal cues. Leaders with the right level of charisma, social skills and empathy are preferred. Leadership competencies may be divided into five broad groupings. They are- ethics and safety, self-organization, efficiency at learning, nurturing growth and forging connections. Leadership differs from management in five major ways. First of all, a leader must possess the right talent management capabilities which refers to having the capacity to listen, feel and understand others’ fears, needs and expectations. A leader will not fear to explore the unknown as long is creativity is fused with the right logical thinking. His/her attitude must allow for leaving their comfort zone, while practicing self-discipline. Adaptability to the given scenario is another important trait to possess. Finally, the leader must display the rightdoze of passion to raise team potential.

Source:https://www.weforum.org/agenda/2018/02/5-ways-leaders-different-managers-stefano-trojani/

Uploaded Date:19 February 2018

Traditionally, company leaders would be drawn from general management, with typically experience of leading branches or divisions. Barring a few from operations management background, very few functional leaders would climb up the staircase. A study conducted by McKinsey clearly shows that less than fifteen percent of CEOs have had prior experience as CFO, CTO, CSO or CMO positions. Many CEOs were even poached from other companies. However, certain steps are being taken to broaden the pool of talent. Due to pressures exerted by digital-natives, embedded with skills on robotics, artificial intelligence or business analytics, a CFO’s numerical aptitude is coming to the fore. Very few such functional leaders were recruited from other firms to become CEOs. Instead their deep knowledge on their own firms, was why they were. Post becoming CEOs, most leaders focused on a management reshuffle, followed by strategic review, geographic expansion and then a business or product closure.

Source:https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/how-functional-leaders-become-ceos

Uploaded Date:08 February 2018

Leadership development is today a US$50 billion worth industry involving services such as books, seminars, management training workshops, conferences and TED talks. However, most present-day CEOs do not believe that much impact is taking place. A mere seven percent are of the opinion that their companies are curating global leaders and a tenth believe that such initiatives have any clear business impact. More than forty key actions have been identified in a study by McKinsey on how to increase chances of success for leadership development programmes by a factor of eighty percent. Four key themes have emerged on solving this. First is, a focus on behaviours that truly matter, given the context. The next is, ensuring optimum reach within the organization. A proper system for transfer of learning capabilities need be installed. And finally, system reinforcements must be used to lock any changes.

Source:https://www.mckinsey.com/global-themes/leadership/whats-missing-in-leadership-development?cid=other-eml-ttn-mkq-mck-oth-1712

Uploaded Date:08 February 2018