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Creating a new rail network – from the ground up

Chartered Management Institute

Interview: Creating a new rail network – from the ground up Written by Mark Rowland Share Share to Twitter Share to Facebook Share to LinkedIn Share via email CMgr of the Year nominee Tom Olliver CMgr FCMI faced a rare challenge for a rail engineer: to build a new network from scratch, to serve one of the biggest sporting events in the world.

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CMI Highlights – 14 February

Chartered Management Institute

This week, articles in Forbes Poland and Fortune China referenced CMI findings that 82% of managers who enter management positions have not had the relevant training. Management apprenticeships offer a powerful way to prepare managers. It’s not just individuals who benefit. Play clip ]. Why not share it.

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Ethics Is Serious Business

Great Leadership By Dan

Guest post by John Hooker : Everyone knows that an organization can’t function without physical infrastructure communications, transportation, computer technology, and the rest. Building and maintaining physical infrastructure requires a certain kind of know-how, which we call engineering. Yet we rely equally on social infrastructure.

Ethics 197
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Leadership Matters

N2Growth Blog

In the text that follows you’ll hear Sam’s views on leadership, the state of the market, and you’ll be introduced to his retirement ambitions and the future challenges for the boardroom, following his return to Perth, Australia. On with the interview. I have been extremely fortunate to have had a very varied career.

Gordon 150
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Leadership Lessons from Outward Bound

Skip Prichard

Reprinted with permission from the book, Outward Bound Lessons to Live a Life of Leadership by Mark Brown, Berrett-Koehler Publishers, Inc. In addition, the group manages guest ranches in Montana, PGA Tour Superstores, and the Arthur M. I observed this power of mission-driven servant leadership multiple times during my career.

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Good, Bad, Ugly and Beautiful Strategy

LDRLB

This included clever work on smarter cities which turned IBMs computer expertise to solving complex problems with transport, urban planning, and rebalancing the global economy, and encouraged innovation to support customers in those areas. Strategy doesn’t belong only to MBAs and management consultants.

Strategy 153
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Show Your Employees You Care

Marshall Goldsmith

In the apprentice model of leadership, the manager was a person who had mastered technical expertise and then passed on this expertise to followers who didn't know as much as he did. Peter Drucker loved to study the leadership of volunteer organizations. Managers don't spend their time checking up on employees.

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