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Leader Quest 2008 Novembro 6, 2008

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Podem ser consultados detalhes dos finalistas e vencedores em http://www.leaderquest2008.com/pt/

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Líderes Julho 31, 2008

Resumo interessante de um artigo da revista Harvard Business Review sobre a escolha de líderes:

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The Idea

You know that tapping the right individuals for leadership positions is an essential executive task. But too often, the wrong people are selected.

Why? Executives often evaluate candidates based on gossip, hearsay, and casual observation. They also fall prey to the halo effect: overvaluing certain attributes (raw ambition, operational proficiency) while undervaluing others (ability to inspire, willingness to take risks).

The cost? The wrong people ascend their corporate ladder—and the company falters.

To escape this scenario, compile a balanced picture of each candidate. Learn which skills to ignore, and use a radical group evaluation process to discover the real gems among your candidates.

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The Idea in Practice

Overvalued Skills

The surprising truth about certain overvalued skills:

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Peeling the Leadership Onion

Use this group evaluation process to generate a more complete, balanced view of candidates. You’ll identify stellar leaders who have concrete competencies and softer skills.

1. Assemble a group—including the candidate’s current and former bosses and other executives who have worked with him—to discuss his history in light of a wide range of leadership criteria—e.g., ability to assemble top-notch staff, strategic thinking, integrity.

2. An internal executive or consultant directs the group’s discussion by asking carefully crafted questions (e.g., “How quickly can the candidate integrate diverse information?”). The leader focuses discussion on observed behaviors only, elicits evidence behind opinions, encourages participants to add information and question each other—and notes emerging patterns. As if peeling an onion’s layers, each question delves more deeply than the last.

3. Use responses to predict the candidate’s performance in a position of greater responsibility (“If she were to fail, what would you predict might be the most likely reasons?”). Also, determine her development priorities (e.g., “She needs to manage a geographically dispersed organization”).

The ultimate goal of peeling the onion? Use candid, confidential, and comprehensive information to identify and develop top leaders.

fonte: Harvard Business Review

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Reaching Your Potential Julho 10, 2008

Resumo das ideias chave de um artigo da Harvard Business Review de Robert S. Kaplan

The Idea

Despite racking up impressive accomplishments, you feel frustrated with your career—convinced you should be achieving more. You may even wish you had chosen a different career altogether.

These feelings often stem from a common error: buying into others’ definitions of success. To reach your potential, Kaplan suggests taking a deeply personal look at how you define success:

Begin by recognizing that managing your career is your responsibility. Then, follow these three steps:

Know yourself by identifying your strengths and weaknesses and the activities you truly enjoy doing.
Excel at the activities critical to success in your desired role.
Demonstrate character and leadership by putting the interests of your company and colleagues ahead of your own.

The Idea in Practice

Kaplan offers these guidelines for reaching your potential at work:

Know Yourself

Write down your 2–3 greatest strengths and weaknesses. If (like most people) you struggle with identifying key weaknesses, solicit the views of people (peers, direct reports, trusted friends) who will tell you the brutal truth. Ask for very specific feedback (“How well do I listen?” “What is my leadership style?”). Be receptive to the input you receive.

Then figure out what you truly enjoy doing. What’s your dream job? Resist the lure of a hot field: If you go into it without a strong enthusiasm for the actual work, you may waste a number of years before you admit it’s the wrong job for you. Once you’ve chosen your ideal job, you’ll have to start from scratch. But choosing a field you love gives you strength to weather the inevitable setbacks and long hours needed to reach your full potential in any career.

Excel at Critical Activities

Identify the 3–4 activities essential for success in your desired or current role. Then develop a plan for excelling in these activities.

Example: A new division head at a large industrial company was struggling to grow sales and profits. Through interviews with staff and customers, he concluded that success in his business hinged on developing close relationships with top customers’ purchasing managers, putting the right people in critical leadership positions, and staying at the cutting edge of product innovation. He began delegating activities less central to success so he could focus on raising the bar on the three success factors he had identified. Sales and profits improved.

Demonstrate Character and Leadership

Character and leadership make the difference between good and great performance. To demonstrate character:

Put the interests of your company and colleagues ahead of your own, doing things for others without regard to what’s in it for you.
Adopt an owner’s mindset, asking yourself what you would do if you were the ultimate decision maker.
Be willing to make recommendations that will benefit your organization’s overall performance, possibly to the detriment of your own unit. Trust that you’ll eventually be rewarded.

To exhibit leadership, speak up—even when you’re expressing an unpopular view. Your superiors desperately want dissenting opinions so they can make better choices. If you play it safe instead of asserting your heartfelt opinions, you may hit a plateau in your career.

fonte: Harvard Business Review

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The Online Talent War Julho 1, 2008

Artigo de opinião de John Sviokla em Harvard Business Publishing.

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Are you taking no more than a squirt gun to the talent wars? Most people find jobs through social connections. In 1974, Harvard sociologist Mark Granovetter published his landmark study that showed four out of five people find jobs through personal connections. Yet, in our recent Diamond Digital IQ survey, only one in three senior executives think information technology will impact their human resource management function over the next three years! This means they will lose out on the most powerful, fastest growing, and most influential channel to be find talent.

Take the case of LinkedIn, the upstart social networking site whose aspiration is to become the world’s dominant professional network. It had 19 million members as of February. It took LinkedIn about a year and a half to achieve its first million members, and only 29 days to get its 19th million. For $7,000 per seat per year, you can look at its entire network.

The company is already profitable through three sources of revenue. The first is its InMail product, which allows you a prescribed number of email to people you don’t know in the network who have agreed to accept emails from people they don’t yet know. LinkedIn charges for access to the other people in the network – think of Six Degrees of Kevin Bacon but charging for the second through sixth degree. The second source of money is the service mentioned above in which HR directors can see the full network, and there is some advertising, too.

Many firms have found great success using Craigslist, which has over 450 cities covered around the globe, and over two million new job postings each month. The other social media like Facebook, MySpace and a host of others also energize how people connect and share information on everything – including jobs. Social media are only going to grow as technology gets ever more pervasive – with half the world’s people having mobile phones within five years. It will not stop – but only increase in importance.

When the implications of IT and social media are so apparent, why is your HR department and your management team missing this trend? Because the people who run companies, the 40-somethings to 50-somethings, are not usually in these social networking sites. They don’t know how the world of job hunting has changed.

 

Inovação

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Neste post reuno duas ideias soltas que achei estes dias pela internet.

No vídeo, mostra-se um excerto de uma palestra de Tom Peters em que este sustenta que o conceito de inovação e de trajecto para o sucesso se opõe ao conceito de inovação numa lógica associada ao princípio de benchmarking: de tentar encontrar uma referência na área de negócio em que se opera e fixar como meta a médio prazo (5 anos por exemplo) ser igual a essa referência. Conclui que ao fim desses 5 anos estaremos iguais ao estado dessa referência à 5 anos atrás, momento em que se fixou esse objectivo.

Noutro site encontrei este cronograma típico de um processo de inovação de sucesso, o qual parece-me também bastante bem conseguido:

This is the Innovation Integration Timeline:

  1. they are invented
  2. they are adopted by a few
  3. they are ridiculed
  4. they are adopted by a few more
  5. they are feared
  6. they are adopted by a few more
  7. they are discussed
  8. they are adopted by many
  9. they are praised
  10. they are absorbed into everyday life
  11. they are seen as so obvious it’s hard to imagine the world any other way
  12. they are written about in mainstream media
 

Innovation Scoring Maio 22, 2008

O IAPMEI e a COTEC vão lançar, no âmbito do Plano Tecnológico, no próximo dia 26 de Maio, na Culturgest o sistema de innovation scoring.Trata-se de um instrumento estratégico de apoio à gestão empresarial, que permite às empresas desenvolverem a sua capacidade de inovação, de uma forma mais eficiente e eficaz. Através da nova ferramenta, as empresas vão poder efectuar um diagnóstico das suas competências e potencial de inovação e identificar áreas chave que necessitam de planos de melhoria. O reforço dos desempenhos competitivos das empresas é um imperativo no contexto da globalização de mercados, e a nova ferramenta vai contribuir para tomadas de decisão mais conscientes no planeamento estratégico da inovação nas empresas, permitindo ainda valorizar o reconhecimento das melhores práticas nacionais nesta área. Esta ferramenta vai estar disponível através da plataforma online www.innovationscoring.pt

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fonte: www.planotecnologico.pt

 

Criação do Centro de Inovação Microsoft – ISCTE Fevereiro 25, 2008

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