The NFL is about to get its first openly gay player: University of Missouri defensive lineman Michael Sam revealed on Sunday that he is gay, just months before the draft. The announcement may end up hurting Sam's earnings potential – but by how much?
Scott Rosner, sports business professor at the Wharton School of the University of Pennsylvania, joins Morning Report host David Brancaccio to break down the numbers.
...Sadly, the world quickly teaches us that life doesn't quite work like that. Some things are just unfair. Learn to live with it, we're told. But must we?
A fascinating new paper in the Journal for Business Ethics suggests a rethink is required. Research into 100 French companies shows a strong correlation between those leaders who are able to inspire change and those with a reputation for fairness. "What they [employees] care about is whether they are active in decision-making and how they are treated by their boss", says Sandra Walker, a lecturer at France's SKEMA Business School and co-author of the paper...
If you sat through the endless list of credits for Avatar, you saw that it took about 3,000 people to make the CGI epic, which has now grossed more than $2.5 billion worldwide, shattering box office records, earning nine Oscar nominations and reinventing cinema for the digital age. The boss of all those people was director James Cameron...
People intuitively know when you are looking for the best in them..
People think you have to earn trust, but that mindset reduces team effectiveness. Instead, why not presume trust until someone does something untrustworthy? In doing so, you approach colleagues with the understanding that we are all on the same team...
INSEAD Associate Professor of Organisational Behaviour Gianpiero Petriglieri, nominated for the Thinkers50 2013 "Future Thinker Award," comments on the crisis of trust facing today's leaders, and how to resolve it.
Gianpiero Petriglieri (@gpetriglieri) is Associate Professor of Organisational Behaviour at INSEAD. He directs the Management Acceleration Programme, the school’s flagship executive programme for emerging leaders, and the INSEAD initiative for Learning Innovation and Teaching Excellence. He is also vice-chair of the World Economic Forum’s Global Agenda Council on new models of leadership.
Gianpiero’s interests bridge the domains of leadership, identity, adult development and experiential learning. His research explores how and where people develop and sustain the personal foundations and professional abilities to exercise leadership mindfully, effectively and responsibly. He is particularly concerned with the development of leadership in a day and age in which authenticity and mobility have replaced loyalty and advancement as hallmarks of virtue and success.
(Many thanks to the Berlin University of the Arts for emailing us here at DeansTalk)
Berlin University of the Arts is one of the biggest, most diversified and traditional universities
of the arts world-wide. The teaching offered at the four colleges of
Fine Art, Design, Music and Performing Arts as well as at the Central
Institute of Further Education encompasses the full spectrum of the
arts and related academic studies in more than 40 courses. Having the
right to confer doctorates and post-doctoral qualifications, Berlin
University of the Arts is also one of Germany’s few art colleges with
full university status. Of around 4000 students one fifth comes from
abroad. The history of the Berlin University dates back to the
founding of the Brandenburg-Prussian Academy of Arts in 1696...
HELDENPRINZIP®: Coping in Business with Cultural Strategies (5th to 8th August)
Berlin, June 2013 - A research project at the Berlin University of the Arts (UdK) has developed a unique approach for organisations and managers to deal with the unexpected: The “hero-principal”, a method based on old mythologies and the use of creativity and
intuition. A workshop from 5th to 8th August as part of the summer
programme now offers the possibility for individuals to learn how it
The conventional way to face change is by trying to plan and
anticipate as much as possible. But one thing is certain: the final
outcome is always uncertain; personal life, projects, or companies
never develop exactly as planned. The interdisciplinary research
project “hero-principal” at the Berlin University of the Arts (UdK) suggests a unique approach to handle this uncertainy: Strengthen
creativity and intuition by learning from the heroes of the old myths
like Odysseus or King Arthur. So when the dragon appears, don’t
analyze why but act intuitively in the right way.
Nina Trobisch, head of the project explains: “Hero-principal” is a
metaphor for the protagonist who acquires creative potential and new
skills on a risky journey filled with danger. Like a compass, this
method offers guidance through the challenges of creation, innovation
and change, as well as processes of personal growth. It activates
personal potential in the face of uncertainty and copes with
The project has been initiated by the Central Institute for Continuing
Education of the UdK in collaboration with the Hochschule für Technik
und Wirtschaft as well as companies from the Berlin area.
A “hero-principal” workshop will take place from 5th to 8th August
during the Berlin Summer University of the Arts 2013 for entrepreneurs
and founders, innovation manager and project managers, young leaders
as well as managers-in-training as well as students of all majors
preparing for professional life.
A school focused on Management of Technology and Innovation
As a founding member of GIANT, Grenoble Ecole de Management will leverage its long history of academic leadership in technology and innovation to spearhead GIANT's center of excellence in Technology and Innovation Management.
GEM: Founded by businesses to fuel advancements in technology and innovation
Grenoble Ecole de Management was founded in 1984 at the request of forward -looking companies—Bull, Caterpillar, Hewlett-Packard, and Merlin-Gerin— operating in the Grenoble area.
Grenoble Ecole de Management quickly moved beyond the scope of a typical business school, making forays into technology and science...
GIANT members have launched two initiatives to help campus researchers better understand the procedures involved in certain EU research and innovation programs and prepare their applications. These are just two in a growing number of services that the campus now offers to encourage cooperation and leverage expertise. These most recent initiatives focus on European Research Council (ERC) grants and the new Horizon 2020 Framework Programme. In both cases, GIANT is bringing in outside experts to ensure researchers benefit from an effective service and fully understand all the subtleties of these programs.
Support for obtaining ERC grants
The ERC is a pan-European organization aimed at improving recognition, creativity, and effectiveness in the field of leading-edge European research. Following a competitive peer review process, the best researchers receive funding to conduct their research activities in Europe. Grants are awarded to projects led by both novice and experienced researchers, of all origins—the sole selection criteria is excellence in science.
To help improve candidate researchers’ chances of obtaining an ERC grant, GIANT sponsors training days given by a consulting firm. Candidates having participated in this training are invited to contact the firm once they have prepared their applications so that they can be proofread before submission. Candidates also benefit from personalized interview preparation in the presence of consultants and previous grant recipients.
In parallel, GIANT has launched a support service to answer any questions candidates may have and help them prepare applications (analysis, proofreading, etc.). The cost of training and assistance in preparing applications is covered by the GIANT Innovation Campus...
June 23, 2011 - Harvard Business Review recently sat down with Hitotsubashi ICS Professor Emeritus Ikujiro Nonaka and former Hitotsubashi ICS dean Hirotaka Takeuchi (now professor at HBS) to talk about what it means to be a leader who does what is right not only for his or her company, but also for the society. They recently wrote a Harvard Business Review article entitled The Wise Leader.
'At this stage of my life, I felt that if I’m helping young people progress through their own routes to management, then ultimately that was an important and compelling factor for me.' - Sir Alex Ferguson
Sir Alex Ferguson says although he
was sceptical, he imparted some of his management secrets to Harvard
Business School students to help young people to succeed in their
managerial methods and philosophies are the subject of a case study at
the prestigious American university, has led United to unparalleled
on-pitch success and has been instrumental in making them one of the
world's biggest sporting brands over the past 26 years.
2011, HBS professor Anita Elberse and co-author Tom Dye travelled to
Old Trafford to conduct meetings and interviews with Ferguson, past and
present players, and staff at the club.
Business secrets of United: Sir Alex Ferguson spoke at Harvard Business School this year
Read the full Fergie study
You can purchase the Sir Alex Ferguson case study from Harvard Business School HERE
The Manchester United boss travelled
to Boston earlier this year to assist in teaching some of the brightest
young things in America. But why did he decide to open up?
Ferguson said: 'When you’re approached by an institution like Harvard, you know you are dealing with top quality.
'I had to consider that I was opening myself up to something I’ve never done before.
A growing population, increasing shortages of resources, and national economies that are heavily in debt – the world is facing enormous challenges over the coming decades. Business is going to play a key role in solving these problems. “Never before, have companies and society been so closely connected,” says Pierre Tapie, President of the ESSEC Business School.
Together with Keio Business School in Tokyo, the School of Management of Fudan University in Shanghai, ESSEC Business School in France and the Business School of the University of Mannheim, Tuck forged an alliance of leading business schools from all parts of the world. (CouncilOnBusinessAndSociety.com) The alliance has a clear goal: to debate central economic and societal questions of the future, and to develop problem-solving approaches, while embedding them in research and education. More than 200 high-profile professors, business representatives, and students from the home countries of the five alliance partners participated in the first Forum and the focus was on questions that are both current and controversial: How can we best shape corporate governance? How should business leaders deal with the increased scrutiny of corporate actions? And what solutions exist for the tension-laden issue of balancing profitability with responsibility to multiple stakeholders?
These are topics that will have an impact on the education of future managers as well. A study conducted amongst graduate students at the five cooperating business schools shows that future leaders in the United States already regard ethical conduct as one of the most important qualities of a successful top manager. Internationally, this attribute ranks second to competence in financial questions, but ahead of both strategic orientation and the ability to motivate employees...
Former Colombian President Álvaro Uribe made his first visit to Yale University on November 7 when he spoke at an event sponsored by Yale SOM's Latino Leadership Association student club.
Uribe, who served as president of Colombia from 2002 to 2010, discussed his administration's efforts to deal with the country's challenging social and economic issues, including poverty, chronic political tensions, and domestic terrorism. He also described his efforts to encourage cooperation between the public and private sectors. Uribe said that his presidential policies promoted social cohesion, security, and the encouragement of private investment that would lead to a more prosperous and stable economy...
How did the Jesuits accomplish tremendous expansion with endurance?
Think of an organization that, in just a few decades, grew from seven to about 13,000 members, across four continents with 495 branches to serve and manage an indefinitely growing number of clients. These are remarkable achievements by any standard..
A head full of stress is as dangerous as one full of booze, even if that's rarely acknowledged in a work environment. Here are three ways to get you--or a colleague--back in the clear
Big deals, like championship games, frequently hinge on nuances. An inch here, an ounce there is usually what separates number one in an industry from number two. You needn't worry about wholly eliminating psychological fatigue; a touch less is often a bottom-line difference maker.
Stop asking coworkers "How are you today?"
Be attentive to teammates' subtle posture shifts.
Feeling a little off your game yourself?
The best way to perk up is not a nap or coffee break; it's taking a timeout from focusing on your own little world and your own challenges to go do something nice to help someone else. In all our years of research and practice, we've found nothing creates more energy and positive momentum than does the act of helping. It gets your mind off an obstacle, or off fatigue itself, and puts it squarely on feeling great and accomplishing something great.
UPDATE: Marissa Mayer was named chief executive officer of Yahoo Inc. July 16, 2012.
Many entrepreneurs don't even think twice when it comes to working around the clock. Marissa Mayer, Google's 20th employee and current vice president of location and local services, is no exception. When Google was a young company, she worked 130 hours per week and often slept at her desk.
"For my first five years at Google, I pulled an all-nighter every week," Mayer said in a recent talk at New York's 92Y cultural center. "It was a lot of hard work."
Hard work, she says, has been the key to Google's success, as well as her own.
For young companies that demand so much of their employees, hard work can spiral into burnout. Learning to prevent it--for yourself and your employees--is essential to your success as a business owner. Here are three steps to get started:
US business schools are to be given the opportunity to get involved with an initiative spearheaded by the EU Commissioner of Justice, that aims to increase the number of women on company boards. (see also Court of Justice of the European Union, in Luxembourg)
Three key suggestions concluded from this roundtable are:
Re-inventing the EU innovation model: The current European innovation strategy design tends to be based on a stable evolutionary model. This approach needs to be changed. The idea of supporting the creation of high-growth companies in Europe is highlighted as an important element. It is also suggested to re-prioritise policy objectives, to avoid trying to achieve everything at the sametime. Too many equivalent priorities lead to no priorities.
Developing skills for future leaders: There is a call to develop humanistic managers who are not only expert in management techniques, but also have the capacity to understand and deal with cross-disciplinary and inter-cultural issues.
Entrepreneurship: The possibility to exploit knowledge and capital from all entrepreneurs needs to be further addressed. Entrepreneurial mid-sets are required in all types of organisations, small and large, pubic and private.
The Call to Action addresses key issues such as the inclusions of management education in scientific and engineering studies, supporting entrepreneurial mind-sets and values from school-level onwards, and providing community research funding for important fields such as design thinking, open innovation and organisational sociology. This paper is to be used as the essential basis for EFMD EU Affairs’ interactions with the EU policy makers as well as relevant consultation and networking activities in the coming future. You are invited to comment on the EFMD Call to Action, please send your comments and feedback to: firstname.lastname@example.org
Martine Plompen, Associate Director, Research & Surveys Unit, EFMD Jocelyne Wang, Manager, EU Affairs Unit, EFMD
Few senior business leaders across Europe are aware of the European Union’s significant investment in innovation in recent years according to a study launched today by Ernst & Young and the Centre for European Policy Studies, The Power of Simplicity. The study surveyed 680 business leaders from 15 EU Member States and found that 73% of respondents, many of whom have to make the key decisions about private sector investment in Europe such as presidents and chief executives, were not aware of EU policies to improve innovation. In addition, 69% believe innovation policy in the EU has not matched industry needs.
What keeps leaders across the globe up at night? What issues are most important to their business? CCL is currently conducting a groundbreaking World Leadership Survey with leaders like yourself from around the globe participating.
This survey provides information on trends in leadership wherever it happens, as well as issues that leaders have to deal with every day such as what employees want in their leaders, trust and ethics in effective organizations, employee engagement and retention, generational differences, and attitudes about work. The survey is administered online in 15 different languages and will provide greater insight and a more personal perspective on leadership practices from every corner of the world.
It will take about 20 minutes. To thank you for helping us, you will receive a free CCL Guidebook when you finish the survey. Thank you for helping us gather knowledge you can put to work!
Annual Report on Workplace Attitudes Despite everything that has been going on in the economy, executives, managers, and professional employees are pretty positive, but there are warning signs about the future. (PDF, 2.2 MB)
Elizabeth Mellon has been Executive Director of Duke Corporate Education, a global learning and development corporation, since 2004. Previously she spent twelve years in the Department of Trade and Industry before taking a MBA and PhD at LBS. At LBS she was Professor of Organizational Behaviour and also served as Director of the Senior Executive Programme, the London Business School's flagship program for senior executives. During the same period, she also taught on, and directed, the School's Global Consortium Programme.
So where can business schools make a difference in leadership development?
In this interview with Peter Zemsky, Deputy Dean of degree programs at INSEAD, he talks about how business education can help MBA students to become better leaders, in an environment designed to test them, push them, stress them, and expose them to different perspectives on the personal journey to leadership.
He also tackles the debate about whether business school research really matters, and shares his thoughts on management as an art or a science.