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After Tom Brady won his first Super Bowl in 2001, New England Patriots owner Robert Kraft promoted Tom to General Manager because they wanted to see him grow with the organization. In the corporate world, it is known as talent management.
Research from Ernest O’Boyle and Herman Aguinis shows that high performers have much higher levels of impact than average performers.
A 2016 McKinsey report laid out that only 40% of women and 56% of men desired to become a top executive in a company. It could be because the climb is exhausting since the range of expertise and skills has expanded. It means that today's leaders need to meet an almost impossible set of requirements.
We are requiring today’s leaders to be the best player on the team, the coach, general manager, and CEO. Instead of attracting people who want to lead, we attract the narcissists that are motivated by money, power, and status.
If we want more diversity, we need to change our assumptions that being ranked higher in a company should be the overall target. Being promoted is not always the best way to unlock potential and innovation.
We need more companies that want to let their best performers stay on the field and create paths for the leaders to inspire those stars.
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There are five core concepts to keep in mind as you think about the second half of your career:
Some questions are too easy to fake, for example, "What's your greatest weakness?" Other questions like brainteasers reveal more about the manager than the candidate.
Some managers favor candidates who went to the same school. There's also evidence that African-American sounding names, birthmarks, being pregnant, and being overweight puts candidates at a disadvantage.
To overcome this bias, identify the key skills and values in advance, then create a standard set of behavioral and situational questions to ask every candidate. Doing this can triple the manager's accuracy in predicting job performance.
College seniors often stretch the truth in interviews to make a better impression. Be aware that when you meet someone for the first time, you meet their representative.
An antidote could include to let them showcase their skills by collecting a work sample. It might be a project they've done in the past or a live simulation of the job in real-time.
A big mistake many people make in their careers is to treat work as a means to an end, be it money, power, or prestige.
When a career is just a means to an end, the payoff will be unsatisfy...
There are two basic types of speeches from commencement speakers: One is to “Go find your purpose.” The other is “Find work you love and you’ll never work a day in your life.” Scholars refer to two kinds of happiness as hedonic and eudaemonia. Hedonic is about feeling good; eudaemonia is about living a purpose-filled life.
But hedonic alone results in empty pleasure and eudaemonia by itself can become dry. In reality, we need a balance of enjoyable and meaningful. If you find something that genuinely interests you, it will lead to being intensely pleasurable.
There are four basic career patterns: