CO2

DECEMBER 1, 2014

He is a Minnesota hedge fund manager and an off-road racer who won the 2013 Dakar Challenge by posting the fastest adjusted time combined from two major desert races—the Tecate SCORE Baja 500 and the Eldorado HDRA Reno 500. He’s skilled at analyzing terrain (both physical and financial) and making quick and effective decisions.

Hedge 78

Hedge Leadership Sharpe Strategic Planning 78

CO2

DECEMBER 1, 2014

He is a Minnesota hedge fund manager and an off-road racer who won the 2013 Dakar Challenge by posting the fastest adjusted time combined from two major desert races—the Tecate SCORE Baja 500 and the Eldorado HDRA Reno 500. He’s skilled at analyzing terrain (both physical and financial) and making quick and effective decisions.

Hedge 60

Hedge Leadership Sharpe Strategic Planning 60

CO2

DECEMBER 1, 2014

He is a Minnesota hedge fund manager and an off-road racer who won the 2013 Dakar Challenge by posting the fastest adjusted time combined from two major desert races—the Tecate SCORE Baja 500 and the Eldorado HDRA Reno 500. He’s skilled at analyzing terrain (both physical and financial) and making quick and effective decisions.

Hedge 60

Hedge Leadership Sharpe Strategic Planning 60

N2Growth Blog

NOVEMBER 10, 2010

Nothing signals leadership trouble more than an executive who can’t make decisions. I’m always amazed at the number of senior executives who really struggle with even simple decisions…This next comment might hit a bit too close to home for some of you, but I’m hoping it may help bring you back to reality.

Blog 387

Blog Learning-by-Doing CEO Strategy 387

HR Digest

MAY 2, 2019

I’d say we’re very focused on creating a skilled workforce and leadership pipeline that can execute our strategy. I was at a conference recently and one of the speakers remarked that “Culture hedges against the risk of uncertainty.” That requires us to invest in developing both current and future skills.

Resources 40

Resources Human Resources Leadership Pipeline Learning-by-Doing 40

Harvard Business Review

SEPTEMBER 5, 2014

Developing great communication skills is a key to professional success. Communication skills have always been instrumental for senior leaders. Professionals today are expected to show polished “executive” communications skills earlier in their careers, to a wider network of audiences.

Skills 8

Skills Career Webinar Hedge 8

Harvard Business Review

JULY 17, 2018

Today’s young professionals grew up in an age of mind-boggling technological change, seeing the growth of the internet, the invention of the smartphone, and the development of machine-learning systems. Identify their gaps in knowledge and skills and work personally with them to fill those gaps. Communication.

Skills 12

Skills Morale Ethics System 12

Harvard Business Review

NOVEMBER 29, 2017

Even senior executives who want to stay in their corporate jobs should strongly consider developing at least one side income stream, whether it’s consulting, speaking, coaching, or creating some other product or service. Hedge against uncertainty. Learn new skills. Liane Davey. 4 Ways to Become a Better Learner.

Execution 8

Execution Hedge Career Industry 8

Harvard Business Review

OCTOBER 12, 2016

But it turns out there are very few that are great and relentless at people development. What is unique about these companies is that they have built their cultures to support the development of all of their people, every day. Developing Tomorrow’s Leaders. We call them Deliberately Developmental Organizations or DDOs.

Development 8

Development Company Hedge Real Estate 8

Harvard Business Review

JANUARY 5, 2018

Entrepreneurship, even in the form of part-time work to complement a traditional day job, can provide a useful hedge against economic uncertainty and a way to develop new skills. ” Don’t just come up with a clever notion; make sure people actually want it before you spend a lot of money developing it.

Webinar 10

Webinar How To Audience Hedge 10

Harvard Business Review

MARCH 31, 2016

Where problems arise is when the present crowds out other strategic priorities—for example, when the only skills brought into a business are those that serve today’s core. Success in each box requires a different set of skills, attitudes, practices, and leadership. That is shortsighted in every sense of the word.

Innovation 8

Innovation Hedge Management Govindarajan 8

Harvard Business Review

JULY 18, 2017

Too many companies prioritize quarterly earnings over long-term innovation, human capital investment, and brand development, and many people believe short-term shareholders are to blame. And there are many reforms that can facilitate this, such as increasing the horizon of executive pay, as I have argued before. What about innovation?

Short-term 8

Short-term Intangible Assets Hedge Long-term 8

Harvard Business Review

JANUARY 10, 2012

Imagine that you had 30 seconds instead of 30 minutes at the next executive staff meeting to get your message across. Yet the skill to turn a "presentation" into a "tweet" remains elusive for many. So how can you get better at clearly conveying a message or helping your people develop this skill?

Audience 15

Audience Hedge Consensus Analysis 15

Harvard Business Review

JANUARY 10, 2014

Consider the case of director Frank Whyte (as we’ll call him): “You show a 3 percent increase in productivity,” Whyte snapped at the executive vice president of the largest division of a very successful consumer-goods company and likely CEO successor. The executive was in the middle of a routine presentation to the board.

Chief Operating Officer 8

Chief Operating Officer Hedge Micromanagement Execution 8

Harvard Business Review

OCTOBER 25, 2013

Aimee, a senior executive at a global financial services firm, had carefully cultivated her network of sponsors and supporters over 15 years, but recently, she watched helplessly as waves of market dislocation, structural reorganizations, and headcount reductions battered the industry and shredded her connections.

Mentor 8

Mentor Hedge Human Capital Career 8

Harvard Business Review

JANUARY 11, 2012

Over the past decade, academic researchers such as Oatley and Raymond Mar from York University have gathered data indicating that fiction-reading activates neuronal pathways in the brain that measurably help the reader better understand real human emotion — improving his or her overall social skillfulness. media empire.

Emotional Intelligence 17

Emotional Intelligence Real Estate Hedge Bottom-up 17