In the tug of war between the welfare state and free market capitalism, New York’s recently passed budget represents a setback for the free market. Wrapped around the promise of free college tuition for the middle class, the budget adds a new entitlement to an already overtaxed economy. Programs like free tuition, family leave and minimum wage increases all add to the cost of doing business in New York, a state that has relied on Wall Street employment to bolster job growth and tax revenue as the upstate economy flounders.
Kelley makes some excellent points about high school students feeling compelled to demonstrate that they are great leaders or risk not being accepted to their college of choice. He argues that great thinkers who are not leaders are being screened out of colleges that should embrace them. With a shortage of scientists, engineers, and mathematicians extant and projected to grow for the foreseeable future, it strikes me that we should take Kelley’s point of view seriously.
I remember sitting in the company cafeteria out in Denver, commiserating with a colleague. Our view of the Rocky Mountains was fabulous. Our view of our corporate careers… not so much!
Distributed computer networks enabled big companies to get reports on how operations were performing. Senior management reasoned they no longer needed middle managers to evaluate and provide status reports. The big box model was in! General management skills and leadership were no longer Continue reading “4 things you must do in your new leadership role”→
I’ve been working to promote The Reluctant CEO. A half dozen book signings, all local, complemented by social media advertising have had the desired effect. Still, there’s a way to go to achieve the sales goal.
Trust has taken a beating in my lifetime. From the Watergate affair to the recent financial crisis, from Enron to Lehman Brothers, we have been failed by government and business institutions and lost our faith in them.
In light of these multiple failures, how do we function as a society?
In my book, the protagonist – CEO of a global corporation – develops a corporate culture based on trust. Espousing a communitarian ideal, he advocates that each of his employees from senior management down the front lines, think of how their actions affect the communities in which they live – their neighbors, their employees and their families.
Here’s how he puts it to the business press:
“Would you want your children to drink water that’s been polluted by the chemical plant you manage? Would you like members of your family to be treated shabbily by their employers? How can a corporate leader expect a company to thrive if the people in his or her community aren’t thriving?”
Years ago, a friend told me he always makes decisions from his gut — but, only after his head tried to talk him out of it. I always thought there was great wisdom in that approach.
Now we know that everyone makes decisions from his or her gut. Only the wiser among us pause to let our heads try to talk us out of it. More often, we use analysis and discussion to rationalize a decision we’ve already made from our gut.