by Gianpiero Petriglieri
There is a question executives always ask early on, when they consult potential partners for their companies’ leadership development initiatives:
“Will it be customized?”
The answer, today, cannot be anything other than a resounding “Yes!” Because “customized” has become a synonym of “good” for leadership development.
Sometimes, however, that question hides a request for subordination. It is a nicer way to ask, “Will you do everything that I demand?” Other times, it is the starting point of a professional collaboration, an invitation to learn and work together.
Promising customization, then, is not always good if it stops us from exploring what customization means, what good it is for, and who it is good for.
The important question executives and educators ought to discuss, as I see it, is not whether a learning initiative will be customized — but how. Continue reading
s Development Manager (CBDM) will be responsible for identifying and closing new enterprise accounts in addition to managing the customer relationship. Our client offers global professional services, managed services, cloud, data center, security, and IP services. The Client Business Development Manager will provide valuable insights and recommendations to support the client’s strategic initiatives.
Effectively managing people is difficult, and no one is born knowing how to do it. Fortunately, management can be learned. We suggest following these four steps, which are simple, but time tested: