This post is copied from discussions inside the RizeClub members area – Jasper Hendrikx shared his personal experiences from an assignment in Pune India. For the past 1.5 months, I am living in Pune, India on an international assignment. In this post, I would like to share some of the experiences of working in India […]Read More Leadership Lessons from India
When employers focus too much on candidates’ potential — the best they could do if they were motivated to do their best — they forget that the critical outcome they should try to predict is what people are actually likely to do once they are in the job, in particular their typical performance.Read More Turning potential into performance
No large meetings unless they’re of value to the entire audience. Keep them short. Don’t have frequent meetings unless the matter is truly urgent. Resolve it; stop meeting. If you are not adding value to a meeting, walk out or drop off the call. Don’t use acronyms and nonsense words for objects, software, or processes. Avoid […]Read More 11 management priciples that shake things up – by Elon Musk
Summary of the Inc. article (click here for the full article) Why we work determines how well we work. The six main reasons people work are: play, purpose, potential, emotional pressure, economic pressure, and inertia. A high-performing culture maximizes the play, purpose, and potential felt by its people, and minimizes the emotional pressure, economic pressure, […]Read More How does culture drive performance?
Our favorite podcast series Masters of Scale by Reid Hoffman and friends sumarized the 10 strongest commendments to achieve startup success. We’d argue that 99% of this podcast treasure is valid for all companies including the largest multinationals. Some tips; minute 16.00 Hire for persistence and curiosity. Mark Zuckerberg of Facebook – hire the best […]Read More Reid Hoffman’s Masters of Scale; Startup Success
When Satya Nadella became CEO of Microsoft in 2014, he inherited a company whose culture was known for hostility, infighting, and backstabbing among its top executives. To turn the company around, he made the members of his senior leadership team read the 2003 book “Nonviolent Communication” by the psychologist Marshall B. Rosenberg. Nadella handed out […]Read More
During Peretz’s time at Tesla, the company grew from 200 to 16,000 employees worldwide. But when she joined in 2010, she said Tesla wasn’t as well known as it is today. As a result, her role was more devoted to headhunting than sifting through thousands of applications. business insider storyRead More hiring at TESLA – impressing Elon Musk
For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. Innovation demands new behaviors from leaders and employees that are often antithetical to corporate cultures, which are historically focused on operational excellence and efficiency.Read More Changing Company Culture Requires a Movement, Not a Mandate