I had an interesting experience a few days ago. I had just responded to somebody’s online comment regarding one of my articles right here on LinkedIn when I received the following message
Most companies espouse, in one form or another, a trifecta of Vision, Mission and Values. For some, such devices of contemporary management are essential “for inspiring people to change the way they relate to their work, each other and themselves by providing them with a sense of both communal and individual purpose (‘meaning’).”
There are many different ways to look at commercial enterprises. If you purchase something from a company, you will tend to look at it from the standpoint of a customer. If you’re retired and living off your savings, you may look at the same organization from the standpoint of a small shareholder.
As a person and a leader, there are few things that I appreciate more than hearing someone say “Don’t worry Bernard, I’ve got this.” – knowing that the colleague speaking those words is reliable and will be taking care of things.
I was asked recently to provide some thoughts on what could be done to attract more women to the investment industry and, furthermore, into leadership roles.
It’s a complicated question. I’m keenly interested in the matter and have tried to educate myself about it, but I will be the first one to acknowledge that that’s not, as a man, a very strong position from which to weigh in.
The Inventor, in the beginning, devised an apparently benign contraption meant to disseminate information more effectively to specific people within specific facilities. Nobody anticipated what would come next.
How often have you found yourself on a street or in a building named after some once important person, and realized that you didn’t have the faintest idea who this person was and what he or she had accomplished?
I recently had a difference of opinion with a colleague at work regarding a business decision. My colleague and I could not resolve the issue at our level so it was escalated one level up.
For the past few weeks, I’ve been preoccupied with the very vexing issue of trust in the workplace. I say “vexing” because fostering genuine trust in the workplace has to be one of the most difficult nuts to crack of any that I can think of.
I live in Toronto, a predominantly English-speaking city, and have worked in English most of my professional life, but English is actually my second language. I grew up in Quebec and completed all my schooling in French, from grade school to high school, to college, to law school.
