Author Archives: Larry Janis
The leadership blind spot that’s killing your business
by Gretchen Fox
There’s a dangerous black hole in your organization, and if you are in the C-Suite you don’t even know it exists. Whether you realize it or not, you have a leadership blind spot.
This black hole usually exists either right below your nose or two rungs down and, day by day, it’s sucking the life right out of your business.
Before I can shed light on this hole you are missing, I need you to understand something very, very important: You are not going to be able to lean on your go-to staff right below you to help you solve this. Not yet. Not until you get an awareness of it yourself. If you don’t understand the issue first, you will remain locked in the blind spot. I’ll explain why momentarily. (more…)
The leadership ‘X’ factor that can fix any business
Businesses don’t fail – products don’t fail – projects don’t fail – leaders fail.
I have little use for leaders who can effortlessly call upon the right clichés and buzzwords in conversation, but fail to put into practice what they so frequently wax eloquent about. Words matter; but they matter more when put into action, when they become real, when they make a difference. If you’re a CEO prone to rambling on about culture, only to be blind to the reality of the culture you’re stewarding, today’s column is written just for you. (more…)
BPO Sales, U.S
Summary
The Senior BPO Capture Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space. These roles report to the Sales Management Director and are focused in the Product Vertical for the US: Retail, CPG, Pharma/Life Science, Industrial and Travel & Hospitality. (more…)
The Need for Entrepreneurial Leadership
by Randel Carlock
Entrepreneurship is not just for startups. It’s a lens through which all organisations should view strategy and leadership in the 21st century to address societal problems.
Management theories come about in response to particular problems. At the turn of the 20th century, the most notable organisations were large and industrialised and carried out routine tasks to manufacture a variety of products. This led Frederick Taylor to develop the scientific management theory, which advocated optimising tasks by breaking big complex jobs into small ones, measuring what workers did and linking pay to performance.
Management practice of that era was designed to seek out efficiencies, improve productivity and make “the trains run on time.” Theory started to evolve by the 1930s, when unions began to reject the dehumanising effects of earlier practices. This formed the beginning of the human relations movement when researchers started realising that treating people nicely was even better for productivity. (more…)