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Email, one of the world’s greatest communication tools, has morphed from servant to tyrant. By Ainsleigh Sheridan
Globally, 100 billion business emails are transacted daily. It is predicted this will rise to 132 billion by 2017. You’ve got mail – and potentially a serious problem.
That’s certainly how John Borghetti sees it. The Virgin CEO says he gets up to 500 emails a day and still has hundreds to read on a Sunday – at 3am!
However, an email counter-culture is rising in executive ranks with CEOs taming inboxes using extreme techniques, some of which are getting the click of approval from email experts.
Illawarra Yacht Club CEO Matt O’Hara made news when he slashed 25 hours a week from e-correspondence by insisting his staff focus on face-to-face or telephone contact. Internationally, the head of French IT services firm Atos, Thierry Breton, has successfully demanded a “zero email initiative” since 2011, eliminating internal email use in his firm.
These are familiar scenario
Guest post by Alexander Gosling
If Australia is to prove to the world that it really is the ‘clever country’, then it must reverse the decline of the nation’s manufacturing industry.
What’s required is that local manufacturers need to move much faster to embrace the realities of the “third industrial revolution”. By that I mean, the manufacturing technologies that allow agile and flexible operations of which additive manufacturing is a prime example.
The manufacturing industry is too important as an engine of real value creation for our nation to let it wither on the vine. Why can’t Australia become another Germany when it comes to excellence in manufacturing? In that regard, we certainly need to improve the national return on the significant investment of taxpayers’ money currently allocated to research in public funded research organisations: our research organisations generate world class outcomes but we fail to harvest the value from these.
There is little evidence that
Guest post by Gideon Kline
Business life is littered with stories of success and failure. Those who had the right plans and equipment – but who set sail at inopportune times. Those whose plans were ill conceived at the outset. And those that achieved much through brilliant planning, outstanding seamanship and a little bit of help from the conditions.
The great skill is knowing which direction to head in, when to set sail and having the right crew on board to execute your plan. Much less discussed, but often important, is when to cut your losses and abandon the voyage.
My mission is simply to assist those on their journeys of achievement – to ensure they have the right plans, navigation equipment, tools and instruments to get the job done. To improve their prospects of success through a great working partnership.
So as captain, what is your primary purpose?
In a recent interview given to the New York Times, incoming CEO of Microsoft, Satya Nadella, frame
Australian demographer Bernard Salt has carved out a unique niche as the go-to man when managers or the media have questions about the forces shaping the nation, writes Leon Gettler
What’s keeping managers up at night? Australia’s most celebrated demographer Bernard Salt says it’s a completely different proposition from 10 years ago.
“The thing that used to keep CEOs awake at night were operational matters, like how do I reduce my staff turnover,” Salt says.
“What do I do if the dollar rises? What do I do if interest rates fall? What is scaring CEOs witless now is the possibility of a fundamental shift to the business model.
“We have always assumed that Australia was too small for a Wal-Mart. Who is to say they won’t just pop up in Australia?
“Here we are in 2014. What will the world look like in 2018, or 2028? What do we need to do now to position ourselves? How can we future-proof ourselves?
“Management or directors are interested in not just this year’s figures – what
Need something to read over your morning cup of coffee? Start with these management and leadership articles, gathered from AIM’s Twitter at http://twitter.com/aimcomau.
Going Flat: The Re-imagined Organization (via @mgissues) http://bit.ly/1qsA8ce4
Lead at Your Best ((via @McKinsey) http://bit.ly/1iH9iXY
The Worst Thing Any Leader Can Do to High Performers (via @forbes) http://onforb.es/1sVtyNG
10 Tips For Young Entrepreneurs (via @KyleClaytonGore) http://linkd.in/1oZv95C
John Kotter’s Plan to Accelerate Your Business (via @HBSWK) http://bit.ly/1jBWPrF
3 Foundational Qualities of All Great Leaders (via @intuitquickbase) http://bit.ly/1iLWAHn
Will France’s ‘Right of Disconnecting’ Actually Work? (via @hrmagazine) http://bit.ly/1ihBeFp
When Appreciation Isn’t Appreciated (via @LifeIsntBroken) http://bit.ly/1qWyZIu
Traits of a Motivated Leader (via @DanielGolemanEI) http://linkd.in/1iLYV56
Guest blog by Richard Carter
Resilience as a key leadership characteristic is fast becoming a commodity all Australian leaders need.
The unprecedented levels of disruption occurring across most industries means that many leaders are now facing increasing adversity from changes in market dynamics, technological innovation and new competitors. Clearly, being a leader in today’s economy is not for the faint-hearted.
But what does it mean to be resilient? Resilience is the ability to persist in the face of challenges and bounce back from adversity. More specifically, resilient leaders usually demonstrate the ability to:
By Dr Malcolm Johnson FAIM
If stereotypical behaviour towards the different generations was a virus, we’d be in the middle of a pandemic.
Unfortunately, while the attraction of generation stereotypes is to reduce the complexity of human interactions to more simple terms, this is causing a range of problems in business, as AIM’s recent research on the management reality of generational thinking has shown.
Much like making business decisions based on star signs in the daily newspaper, the profile of ‘generational behaviours’ is contributing to biased and unhelpful responses to issues that have no place at work or in society more broadly.
Effects on relationships, communication and culture
When it comes to attitudes towards people of different generations, there’s a pervasive tendency to see unique qualities about one’s own group while viewing the behaviour of others through the lens of ‘there’s something wrong with them’ – this can obviously have a negative eff
Guest post by Fiona Triaca and Erica Davis, Naked Ambition
Ever wondered what can get you moving from being the assistant to having a team of assistants?
It’s simple really.
It may have killed the cat, but it will get you everywhere in the business world.
To get that next big role… you want to start by asking questions and take it upon yourself to understand how your work fits in with the bigger picture. Learning the “business” of business is essential for career success and developing your business acumen will get you everywhere, particularly in large organisations.
If you are wondering how to step it up – ask yourself these questions:
Don’t miss out on last week’s best reads from around the management world, gathered from AIM’s Twitter at http://twitter.com/aimcomau.
Why Smart Leaders Embrace Flexibility (via @workflexibility) http://bit.ly/QRVXGe
Are Your Assumptions Killing Performance? (via @DavidCKlaasen) http://bit.ly/1jQqWMM
12 Strategic Planning Questions Before You Start (via @brainzooming) http://bit.ly/1lD5Hhu
5 Ways to Reduce Conflict When There Are No Right Answers (via @leadershipnow) http://bit.ly/1hPnrWl
Open Questions, Open Communication (via @mgissues) http://bit.ly/PJ6iTI
3 Ways to Get Better Ideas From Your Diverse Team (via @cnnmoney) http://bit.ly/1e74GyE
Dealing With Feelings: How to be an Emotionally-Aware Leader (via @MeghanMBiro) http://bit.ly/1lFtspe
12 Most Surprising Things Great Brands Do (via @12most) http://bit.ly/1oGheRI
Discover Questions Get You Connected (via @KevinEikenberry) http://bit.ly/1qe69Vm
How to Put Out Burno
Guest post by James Paulsen
Innovation is crucial to the success of every business. New technologies and globalisation are testing current business models in new ways every day and the need to evolve has never been so evident.
There are many insights into how organisations can become more innovative; some are too complex to incorporate and others are too simple to make a difference. But while there is no one truly successful model, the principle of innovation is universal and it must be grown and fostered from within the organisation.
We’ve summarised some of the key innovation indicators from successful firms and incorporated them into the LATTE Principle of innovation – Listen, Ask, Trust, Timing, Evolve.
Listen – All successful firms look for feedback from their stakeholders including staff, customers and suppliers. This information should be collected regularly and reviewed for opportunity to improve processes, products or services. Feedback is the best form of knowledge and thos