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Three tips for leading a multinational team to success

Three tips for leading a multinational team to success
The way we work together is changing. Globalisation, expansion into new markets and flexible workplaces require diverse teams of people working together: virtual teams, cross-border teams, matrixed organisations.

Working with people you do not see – or who live in a different time zone, or think, talk, feel or act differently from you – can make even simple tasks difficult.

 
 
 

How looking at data helped strengthen our leadership pipeline

How looking at data helped strengthen our leadership pipeline
Case study: John Holland uses data for succession planning

How do you decide who to promote into senior leadership roles? Here’s how property and construction group John Holland uses data from Hudson Talent Management leadership assessments for succession planning.

 
 
 

How to become a people manager when you haven’t managed before

How to become a people manager when you haven’t managed before
After a few years in junior to mid-level roles, you might have reached a point where you want to become a people manager.
Yet how do you show that you are capable of becoming a people manager when you don’t have experience managing a team?

Even without past management experience, what’s important is that you can demonstrate that you have the capabilities that managers need in their day-to-day role.
 
 
 

The most important leadership strengths for four different business scenarios

The most important leadership strengths for four different business scenarios
A politician achieves mass popularity due to a strong vision of the future, but fails to deliver on key promises.

A football coach leads a struggling team to victory, but gets fired the next season as the team can’t maintain their winning streak.

A manager delivers on a major project, but most of the team quits within a year.

I’m sure we’ve all seen people who clearly have exceptional leadership strengths, yet are ill-suited to the situation they are in.

 
 
 

Don’t forget the big stuff while you sweat the small stuff

Don’t forget the big stuff while you sweat the small stuff
As leaders, sometimes we can become so busy with our heads down, getting things done, that we can forget to look up and see how the world is changing around us.

In today’s volatile, uncertain, and ambiguous business environment, it’s important to use the leadership quality of vision, to gather information and make a critical assessment of whether we’re still heading in the right direction, so we can make adjustments if necessary and take advantages of opportunities in a more agile way.

 
 
 

Why we all need to start thinking, and acting, ‘like a boss’

Why we all need to start thinking, and acting, ‘like a boss’
I have a question for every professional reading this: Do you consider yourself a leader?

If your answer to that was “No”, it might be time to re-think how you approach your job and your career.

 
 
 

295 Days: How One Leader Inspired His Team to Achieve a 'Miracle' in Under a Year

295 Days: How One Leader Inspired His Team to Achieve a 'Miracle' in Under a Year
Nothing warms our hearts more than seeing the underdog triumph over adversity to rise to the top of their field. The recent upset win by Leicester City Football Club of the English Premier League is a story not only of great team work but of courageous and inspired leadership.

Leicester City recently stunned the world of football when, after being at the bottom of the table for much of last season and only just escaping relegation altogether, they became English Premier League champions for the first time in their history.

 
 
 

One Little Word That Every Aspiring Leader Should Remember

One Little Word That Every Aspiring Leader Should Remember
If you’re looking to jump-start your career, your new mantra should include this one little word. It’s one of the most valuable capabilities in the corporate world today, and also one of the most elusive.

That word is ‘action’. Sounds simple, doesn’t it? But the skills it encompasses are both highly sought after and difficult to find.

 
 
 

Assessing for the Best

Assessing for the Best
Nothing is more important to an organisation’s long-term health and success than choosing the right people to lead it.

But without a reliable way to gauge leadership potential, too much is left to chance. Assessing for the leadership capabilities your organisation most needs – using methods that are proven to predict performance outcomes – takes away much of the uncertainty. But too often companies fall short on the follow-through.

 
 
 

4 Keys to a Great Leadership Strategy

4 Keys to a Great Leadership Strategy
When a business is developing its leadership strategy, the first thing it needs to look at is its organisational context. It is only by understanding where the organisation is going and then defining the specific capabilities its leaders need to possess to succeed in that environment, that a business can deliver on its overall business strategy and goals.

Recent Hudson research highlighted a sizeable disconnect across APAC: 90% of HR leaders said leadership was very important to businesses yet only 54% of organisations actually had their own clearly articulated leadership strategy. Even those with a strategy and development programs to build leadership capabilities often miss key details that impact the ultimate success of those programs.

 
 
 
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