Several years ago, I started using an augmented reality (AR) app for my smartphone whenever I ventured into the mountains. It was quite useful; I could point my device at any mountain to see information overlaid on the image. When I moved my device around, the information changed to correspond with what I saw.
In a recent social media post, the billionaire Alibaba founder endorsed what is called the '996' work ethic - working 9am to 9pm 6 days a week (72 hours per week). He says that workers who adopt the 996 working pattern will enjoy the "rewards of hard work'. And it got me thinking, apart from the potential of earning more money what other 'rewards' are there? No social life? No time spent with family and friends? No focus on physical and mental health?
The new era we’ve entered feels hungry for improved leadership. Maybe it’s because we’ve had a nice nine-year run of economic growth that’s hidden our real business problems, and they are just starting to surface. Maybe it’s because more millennials are moving into leadership positions, and they are motivated by something deeper than monetary rewards. Whatever the reason is, this hunger is fantastic. The more people who care about improving their leadership skills, the better off our businesses and people will be.
In this highly competitive business world, it is important to have a strong brand identity in the market to distinguish yourself from your competitors. A strong brand gives your business a different personality and builds a better presence in the market to attract customers.
The income tax department (IT) is always facing pressure from the government to enhance collections so that the financial deficit running in billions of Rupees can be trimmed. Therefore, it keeps coming up with some or the other new tricks up its sleeve.
With flatter management structures, increased outsourcing, the move toward collaborative cultures, and the ongoing formation of cross-functional teams, the criterion for the job of leader is changing. More and more people are assigned to leadership roles in which they have no positional authority.
The first interview went fairly well. He was polished, well spoken, and said many of the right things. He talked about his prior experience and his desire to be part of something that he helped build. In addition to his skillset, he clearly had something inside him that intrigued me but didn’t exactly fill an immediate void. As we shook hands that day, I knew we could be friends, but was unsure if we would be colleagues.