Many people wonder whether they are at the right job, in particular, if they are at the right job to position them for their optimum career trajectory. Read on for some questions everyone should consider:
“How do those who control the coaching purse strings — HR, talent managers, and other buyers — avoid throwing money away on uncoachable executives?” In this Harvard Business Review article, Matt Brubaker and Chris Mitchell discuss the effectiveness (or lack thereof) of executive coaching on individuals who are just not ready or willing to be coached.
Here’s a guy who spent eight years measuring brain activity while people worked in order to identify the components of workplace culture that make work an adventure. This was preceded by a decade of doing laboratory studies to understand the brain basis for effective teamwork. Find out the two things that most make a difference here:
What’s the point of networking if not to get other people to like you? The reason why all comes down to emotional intelligence, the set of skills and qualities that allow people to form deeper, closer relationships with others.
You may be closer to the beginning of your career than the pinnacle, but that doesn’t mean you can’t think about the future. And if you aspire to be a CEO someday, you may need a particular set of skills. What are the skills and attributes that you need to have or need to develop in order to be “CEO material?” Here, Fast Company interviews three experts, (one who’s an old friend and coaching school classmate of mine), about that very question.
What’s the best way for a new hire to start making connections in an organization?
Research on 40,000 people shows that the most effective strategy is not broad outreach or relying on a mentor to make introductions but instead a more selective, less superficial initial approach, followed by diversification beyond the two-year mark.
Take a look at this Harvard Business Review article for more detail:
Frequently, when profits or subscriptions go down, an inexperienced boss will make a choice based on the assumption that someone is to blame for the loss. An experienced boss knows to keep asking “why?” In this short talk, my colleague and friend Mark Brown discusses a masterful business tool that helps leaders to understand the root cause of a workplace issue.