Human Capital Briefs

Try to imagine a leader without this expertise doing your job. You’ll probably conclude it couldn’t be done. But as your career advances, at some point you will be promoted into a job which includes responsibility for areas outside your specialty. Your subordinates will ask questions that you cannot answer and may not even understand. How can you lead them when they know a lot more about their work than you do?

For more than a decade, Linkin Park and Machine Shop enjoyed success and continued to innovate. The band put out new albums regularly and experimented in video games, art, and video content, among other things. Machine Shop began to offer its grassroots marketing services to other bands, film studios, TV networks, and brands. But by 2013, Linkin Park and Machine Shop had to address the fact that digital music had changed the business dramatically. So they began to prepare for their next decade.

GE had hired me for the summer in hopes that they could recruit me for a full-time job when I graduated with a degree in Electrical Engineering. I learned a lot of things that summer. Things they don’t teach in college.

Executives tend to turn toward fellow executives for advice. Historically, best practices on hiring, manufacturing, and sales all emerge when talking to someone else who has sat in the trenches. But the ways we do business have changed dramatically over the course of the last decade, and it’s become more necessary to reach outside of your expertise – or industry — to gain perspective on your business and leadership style.

Dismissing an employee is one of the most unpleasant tasks of management. It’s likely to evoke a lot of mixed feelings: sympathy, sadness, and anxiety. Even if letting go of the employee (or employees) is in the best interest of the company, you still may feel guilty. What’s the best way to deliver the news? How do you strike the balance of being direct and compassionate? How much should you let your emotions show?

Social distance is one of the greatest barriers to effective teamwork. In the context of teams, the term denotes a lack of connection between co-workers or colleagues and is sometimes referred to as psychological distance.

What makes Huawei so successful? As the saying goes, “Success has many fathers.” But as with many great companies, we find part of the solution to this puzzle by looking at the specific values that define the culture of Huawei. Having interviewed people working for Huawei, reading articles, letters and keynotes by the founder Ren Zhengfei, and finally interviewing Ren Zhengfei allowed us to understand the foundation of Huawei’s value-driven culture.

With growing congestion a global megatrend, companies have a choice. Either accept it (and its higher costs and lower profits) or take control of your fate with strategic, game-changing actions that cut time and costs from the supply chain.