Mathew McConaughey is known more as a movie star than a philosopher. Yet in an interview with Jon Gordon, I listened to Mathew respond to the question of what drives his standard of performance, rising to an Oscar-winning actor. His response caught me off guard when he replied “embarrassment”. Matthew went on to explain that the question “‘did I bring my best to the table?’ drives a fear of being embarrassed. Not failing. Simply bringing my best to the table. Not stopping until I have delivered all I’m capable of.” He drove his point home by stating people have been mistaken for years; when they stated: “there is no I in team.” Click here for video link
There is an I in team. The team centers around the question
Over the past few weeks I’ve been flashing back to a comment made by the CEO of the company I worked for right out of college. He boldly stood at the lectern during an awards program and proclaimed “there is a recession going on and we choose not to participate.” While his energetic proclamation fired up the room, what happened next began a destructive cycle the company never recovered from.
He did nothing,
With today’s travel restrictions and social distancing, 90% of interviews are being conducted online with Zoom, GoToMeeting, BlueJeans, or some form of video broadcast. So, have the rules of interviewing changed?
The good news is much of it is the same. You still have to be prepared, now more so than before. Company Information is only a finger tap away. Showing up without knowing details on the company has rapidly become a knockout factor, at a minimum moving you down the rating scale. Since shaking hands (hugging at the beginning of an interview has always been frowned upon) has been eliminated as a greeting or way to connect with someone, we have to think about coming through a computer screen with as strong of a presence as possible.
You need to help the interviewer create connection, to have a conversation. Interviews should always be
The most needed discussion today is “how do I manage a remote workforce, especially one that has been forced into the role rather than a volunteer.” This podcast looks at what and how do we convey expectations of team members working from home, what we should expect from them and what should they expect of us.
Dave Nerz is President of NPA Worldwide network, and industry-leading cooperative comprised of over 500 member recruiting firms on six continents and 40 countries. When I found out he manages a team of people working from home offices stretching from the US to Australia, I wanted him to share his experience and perspective on leading from a distance. He has developed a high-performance culture mixing independent behavior yet inspiring team interaction.
Dave has been a
Some companies focus on the development of employees and some excel at it. As the founder and chief executive officer of Exact Staff Inc., Karenjo Goodwin is passionate about releasing the talents and gifts of her team. Her philosophy of going beyond in connection by serving others and helping people grow has skyrocketed the organization into the ranks of the fastest-growing companies in the country.
She Founded Exact Staff in 1996 and is recognized by the Los Angeles Business Journal as one of the Top 100 Women-owned Businesses in California and also an Inc. 5000 Fastest Growing Company in America.
Today’s news cycle offers minimal clarity, only a future of chaotic uncertainty. Cascading stock market. Plummeting oil prices. Political attacks from all quarters creating an atmosphere of descension. And near pandemonium caused by the spread of the COVID-19 virus. (I wish someone had the foresight to advise me to short toilet paper).
My first draft of this blog was a week ago. I didn’t immediately post it, hoping the news and atmosphere about going to the grocery store would settle down.
So, what are our options as we battle this climate of fear? I’ve
Terri Ivers has worked for a number of world-renowned engineering and construction companies and has over 35 years of extensive international project and business management experience in the global energy sector. He is now currently serving as the President of Bilfinger North America leading the charge to help build a global engineering services company.
Terri began his career at Brown & Root, where he developed a comprehensive and extensive knowledge of the oil and gas industry during his 27 years with the company. He retired in 2004 as KBR Officer and Vice President of Global Offshore Engineering. From 2004 to 2007, he served as the Chief Operating Officer of Alliance Wood Group Engineering. In 2007 until 2011, he served as President of AMEC Paragon, Inc. and was responsible for Natural Resources Americas’ oil and gas operations. Then from 2011 to 2013, he was the Chief Executive Officer of Oil and Gas, Compression and Solutions Business Unit for Siemens. In this role, Terri was responsible for global compression manufacturing and oil and gas business solutions from hubs in Germany, Norway, Singapore, Brazil, China, the United Arab Emirates, and the United States.
Many CEOs and executives aspire but struggle to achieve a work/life balance. With the majority of them working more than 60 hours a week on average, creating a divide between business and personal matters can be near impossible.
The pursuit of this phenomenon can induce a lot of stress and guilt, which is why Ari Rastegar, CEO of Rastegar Property, has found the ultimate solution–merging his work and personal lives. Since founding Rastegar Property, Ari has grown the company through building an environment that attracts high performing talent, driven at work and at home.