Showing posts with label growth. Show all posts
Showing posts with label growth. Show all posts

Thursday, December 27, 2007

Common dilemma company grows, leadership roles change

“Symptoms of a personal/professional misalignment may include”


* Frustration.
* Lack of energy.
* Not enjoying going to work.
* Feeling as though you're leading two lives.
* Not feeling lucky.

When a CXO's individual goals are out of whack with corporate objectives, it undermines your passion, which is an important source of persistence and creativity.
What's more, a lack of passion on your part affects the synergy and energy of your staff. When employees see that their leaders aren't committed, they back off on performance.

Goal alignment revolves around:

  • Mission. Why are you doing what you're doing?

  • Vision. Where are you headed? What specific milestones are you aiming for? (This is especially important for partners to agree on.)

  • Values. What's most important to you? What makes you feel satisfied and happy?


If you're not touching the parts of the business that you love, it can be a big problem and cause a disconnect


Balancing Act
Aligning personal and corporate goals fuels growth, leadership and creativity.

Guideposts for growth
Goal alignment benefits CEOs in a variety of ways.
  • If you're clear on goals and values, you're not going to be sidetracked
  • If employees embrace your corporate goals and values, they'll be proud to be there every day, they'll respect the work that they're doing — and they'll respect each other.


That creates synergy for the organization; the whole group can move together and push to new levels.


Guiding Behaviour
Values are the meat — they're where your goals come from

Reconnecting
Introspection is an important part of goal alignment. Take the time to examine your level of commitment.

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Monday, November 19, 2007

Bank chiefs face three tough issues

“3 pressing Issues for Incoming chief executives of investment banks Q407-2008”



How will they reward their best people?
Which growth bets are they going to take?
How can they control non-compensation costs, which have rocketed?


1. Compensation: Massive writedowns in fixed income and leveraged loan businesses have put staff bonuses under threat. But with some equity capital markets and mergers and acquisitions departments producing record revenues, banks must strike the right balance to keep top performers.

Upside: removal of department heads, holding departmental heads accountable, reshuffles are positive because group-think can set in during a downturn ...


2 Making the right bets: expectations of a full recovery in the credit markets but not until after 2008, banks and shareholders anticipate more growth next year and more (geographic (or) business) risk,

Upside: growth areas in emerging markets, non-debt related structured products and commodities ...


3 Controlling costs:
in the past five years infrastructure cost (IT and Risk management) has rocketed. Fall in revenues exposes how much banks’ platform costs have increased. Big banks look to take ‘offshoring’ to the limit -- exporting costs to external providers, even Human Resources. Growth in emerging markets (Russia, Turkey and the Middle East) ...

Upside: constant investment and upgrades in infrastructure. Small banks considering giving more budgetary power to individual business units in order to impose cost controls more locally ...


Source: e-Financials News

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