Women on Business
JANUARY 3, 2011
By Susan Gunelius Guest post by Abby Marks Beale (learn more about Abby at the end of this post) As a solo entrepreneur, I have learned to spend my time on those things I major in (activities I am good at and like to do) while parceling out the things I minor in (tasks I am not good at or don’t enjoy) to those who have the expertise (and interest!).
Women on Business
DECEMBER 13, 2010
Leadership Development and Educating our Young Think back to when you began your school years. Categories : Books for Businesswomen , Female Entrepreneurs , Female Executives , business development Contact Sylvia Lafair, author of Dont Bring It To Work: Breaking the Family Patterns that Limit Success at sylvia@ceoptions.com.
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CO2
SEPTEMBER 13, 2010
Zimbardo and colleagues are interested especially in temporal biases in which these learned cognitive categories are not “balanced&# according to situations, contexts and demands, but one or another are utilized excessively or underutilized.
N2Growth Blog
APRIL 9, 2010
Largely due to the iPod’s strong integrated design qualities it is the dominant brand in its class, commands a pricing premium, and has developed an extremely loyal and satisfied customer base. You bring up Apple, a shining example (no pun intended) of design being part and parcel of brand.
N2Growth Blog
NOVEMBER 19, 2010
Controlling one's emotions is part and parcel of emotional intelligence. link] mikemyatt A great motto Anna, and sound perspectives as well. Thanks for commenting. link] landoncreasy Hi Mike, Great post. And, emotional intelligence has been linked to successful leadership (just did a paper on this for a university class).
Harvard Business Review
JANUARY 14, 2014
When Dan Akerson became CEO in 2010, he brought a bit of daylight into the hallowed halls, breaking down siloes to urge collaboration between departments that had long stopped talking to each other — engineering and parts buyers, product development and purchasing, to name some especially critical relationships. They play well as a team.
Harvard Business Review
FEBRUARY 16, 2011
They not only grow their current business but simultaneously develop the next one that, ultimately, will enable a graceful transition from the first. We fully expect that the 2-in-1 mentality — and accompanying capabilities — will become part and parcel of what distinguishes the most successful leaders of tomorrow.
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