Harnessing talent requires focus on the individual not the organisation. Bernhard Kerres tunes into the reality of managing exceptional talent.
Attracting talent in emerging markets has always been a challenge for Western multinationals.
Teams typically desire harmony above all. The most common fear is that of conflict. The assumption is that conflict and effectiveness are mutually exclusive, or that harmony contributes to effectiveness.
You could almost feel the zeitgeist emerging over the four days that the World Economic Forum meets at Davos. Thousands of CEOs, government ministers and a sprinkling of academics packed into a small town surrounded by snow – the perfect place for the fermentation of ideas and thoughts.
We all know bad managers – be they ambitious and aggressive, doing whatever it takes to move up the corporate ladder, or the opposite: managers thrust into their position without the skill or the will to do the job properly.