Persuasive Powerhouse
JANUARY 19, 2011
January 19th, 2011 | Author: Mary Jo Asmus Today’s guest post is from Mike Figliuolo at The thoughtLEADERS Blog. He has been a tank platoon leader, a McKinsey consultant, a senior executive, and now runs thoughtLEADERS – a leadership development and training firm. Mary Jo Asmus : January 19, 2011 at 9:20 pm Gina, thanks.
CO2
MARCH 30, 2016
Anand’s first book, India Calling: An Intimate Portrait of a Nation’s Remaking (2011), about returning to the India his parents left is a worthwhile read, too. A columnist since 2008, Anand first interned for The New York Times at age 17, writing two articles on money and politics under the tutelage of Jill Abramson.
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CO2
MARCH 30, 2016
Anand’s first book, India Calling: An Intimate Portrait of a Nation’s Remaking (2011), about returning to the India his parents left is a worthwhile read, too. A columnist since 2008, Anand first interned for The New York Times at age 17, writing two articles on money and politics under the tutelage of Jill Abramson.
CO2
MARCH 30, 2016
Anand’s first book, India Calling: An Intimate Portrait of a Nation’s Remaking (2011), about returning to the India his parents left is a worthwhile read, too. A columnist since 2008, Anand first interned for The New York Times at age 17, writing two articles on money and politics under the tutelage of Jill Abramson.
Change Starts Here
JUNE 3, 2014
In 2011, Mark Hughes of the University of Brighton wrote about his research into the source of the statistic in The Journal of Change Management: Do 70 per cent of all organizational change initiatives really fail? .” Google “70% change failure rate,” and you’ll see 1.96 million results. ” How do they know?
First Friday Book Synopsis
NOVEMBER 21, 2011
Below are the results for 2011. Every two years, the Thinkers50 publishes their definitive list of management thinkers. For classic HBR content from this year’s winners, please click here. Christensen is the Kim B.
Strategy Driven
DECEMBER 8, 2010
Indeed, a 2008 issue of the McKinsey Quarterly noted that women tend to make deeper emotional connections with colleagues and business partners. And no matter how you interpret them, they come to two general conclusions: Males are aggressive; females are nurturing. Men are competitive, combative, and individually centered.
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