You catch more flies with honey
Rochester, Wis. — A dictatorial management style does not work in today’s business environment where people at different levels in an organization often work in teams, advises Adlore Chaudier, a VP with management consulting firm Runzheimer International. “Moving teams towards consensus and action requires managers to modify the behaviour patterns of those he or she deals with by convincing, persuading or perhaps even coercing — possibly better phrased as being pleasantly pushy,” says Chaudier. As well, Managers must also understand the importance of voice, posture, poise and tactfulness in all dealings.
Grooming successors for the top
Fairfield, Conn., Brampton, Ont. — The search for an internal successor to lead General Electric Co. after Jack Welch retires within a year seems to be down to three candidates. The company has created the position “executive VP/COO” in three divisions, prompting speculation the heads of those divisions are in line for the position of chair/CEO Welch has occupied for two decades. The new “backup” positions exist in none of the organization’s other divisions. In Canada, technology giant Nortel Networks Corp. has a single possible successor to CEO John Roth moving into the COO post. As with GE, a strong internal candidate will be in place; Clarence Chandran is a 15-year vet of the firm.
Acting the part
Dallas — All the world’s a stage and managers are merely players. So goes the theory behind The Ariel Group’s experimental theatre-based training. The group used storytelling and improvisational role playing to show attendees to the American Society for Training and Development’s late-May conference how leaders can develop the art of personal presence.
Rochester, Wis. — A dictatorial management style does not work in today’s business environment where people at different levels in an organization often work in teams, advises Adlore Chaudier, a VP with management consulting firm Runzheimer International. “Moving teams towards consensus and action requires managers to modify the behaviour patterns of those he or she deals with by convincing, persuading or perhaps even coercing — possibly better phrased as being pleasantly pushy,” says Chaudier. As well, Managers must also understand the importance of voice, posture, poise and tactfulness in all dealings.
Grooming successors for the top
Fairfield, Conn., Brampton, Ont. — The search for an internal successor to lead General Electric Co. after Jack Welch retires within a year seems to be down to three candidates. The company has created the position “executive VP/COO” in three divisions, prompting speculation the heads of those divisions are in line for the position of chair/CEO Welch has occupied for two decades. The new “backup” positions exist in none of the organization’s other divisions. In Canada, technology giant Nortel Networks Corp. has a single possible successor to CEO John Roth moving into the COO post. As with GE, a strong internal candidate will be in place; Clarence Chandran is a 15-year vet of the firm.
Acting the part
Dallas — All the world’s a stage and managers are merely players. So goes the theory behind The Ariel Group’s experimental theatre-based training. The group used storytelling and improvisational role playing to show attendees to the American Society for Training and Development’s late-May conference how leaders can develop the art of personal presence.
