Another reason Indian executives are thriving in a world traumatized by the global meltdown: a sense that businesses need to do more than just make money. "When you talk to these top CEOs, there’s a sense that the corporation is embedded in society," says Harbir Singh, a Wharton professor and a co-author of The India Way. "Most of the executives we surveyed said, ‘You cannot succeed if you don’t help society around you to have a better life.’"
Nielsen, the leading global provider of information and analytics around what consumers watch and buy, has signed a cooperation agreement with Walmart, the world’s largest retailer, to receive and analyze sales information from Walmart’s U.S. stores. The agreement marks Walmart’s return to the consumer packaged goods (CPG) industry’s information sharing model.
Digital Transactions is reporting that security weaknesses have caused Hypercom Corp. to pull the plug on a software system that enables gateways and merchants using personal computers as virtual terminals to connect to payment-processing services. Scottsdale, Ariz.-based Hypercom sent a notice on July 15 to users of its SmartPayments Savannah Server. Read more: http://digitaltransactions.net/news/story/3132
John Treace, a business turnaround specialist and author, recommended in a recent article, “If the highest performer on the team has a bad attitude, isn’t a team player, or fails to uphold company values or support management decisions, you’d better fire him or her. You know the type: He or she sits at the back table during a meeting on teambuilding and takes shots at management for wasting everyone’s time. A bad attitude can poison a whole sales force. Even worse, keeping the bad apple on the sales force only on account of individual performance sends the signal to the rest of the sales team that all management cares about is numbers. This can stir up resentment and be bad for company morale and overall performance. Having a good team is better than having one high-performing employee.”
John Treace, has spent 14 years saving companies on the verge of bankruptcy by restructuring their sales departments
In what some analysts view as a somewhat inefficient move to expand financing options to new advertisers, Google Inc. is rolling out a limited-use cobranded MasterCard targeting small-business owners. World Financial Capital Bank is issuing the no-annual-fee card, which carries a fixed annual percentage interest rate of 8.99%. There are no rewards associated with the card.
There is a reason Kirk was the Captain and not Spock. It’s a question of Emotional Intelligence. We’re not talking about IQ (Intelligence Quotient). We’re talking about something that might be even more important to your career success in business or as Captain of the Enterprise – the Emotional Quotient (EQ).
EQ is a measurement of a person’s emotional intelligence – the ability to engage and connect with others, work collaboratively, build teams, respond positively to change and successfully assume leadership roles. In fact, research indicates that a high EQ (James T. Kirk) is a better indicator of your ability to succeed in management than a high IQ (Mr. Spock).
Trademarks of dynamic and successful business managers (and Starfleet captains for that matter) mirror those who are members of the high EQ club. Managers and superior EQs are highly motivated and can combine individual and group priorities towards a common goal. The Captain Kirks of the business world welcome challenges and change — and then excel at navigating their organizations and teams through the chaos.
So, how can you become Captain of your own Starship Enterprise? More agile? An instrument of change and adaptation in your organization? USC Marshall Professor James J. Owens has emphasized 5 elements of Emotional Intelligence to increase your skill set and strengthen your core competencies:
· Self-Awareness: Being able to read emotions and recognize their impact on actions
· Self-Regulation: self-control, able to adapt to changing circumstances
· Motivation: develop others and act as a catalyst for change
· Social Awareness: ability to sense, understand, and leverage others’ emotions
· Social Skill: ability to inspire and influence while managing conflict