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Three tips for leading a multinational team to success

Three tips for leading a multinational team to success
The way we work together is changing. Globalisation, expansion into new markets and flexible workplaces require diverse teams of people working together: virtual teams, cross-border teams, matrixed organisations.

Working with people you do not see – or who live in a different time zone, or think, talk, feel or act differently from you – can make even simple tasks difficult.

 
 
 

How to become a people manager: the two leadership traits you need to demonstrate

How to become a people manager: the two leadership traits you need to demonstrate
If you haven’t managed before, it can be difficult to apply for a manager role. When you don’t have the experience, here are the two leadership traits you need to prove that you have.
 
 
 

How looking at data helped strengthen our leadership pipeline

How looking at data helped strengthen our leadership pipeline
Case study: John Holland uses data for succession planning

How do you decide who to promote into senior leadership roles? Here’s how property and construction group John Holland uses data from Hudson Talent Management leadership assessments for succession planning.

 
 
 

The most important leadership strengths for four different business scenarios

The most important leadership strengths for four different business scenarios
A politician achieves mass popularity due to a strong vision of the future, but fails to deliver on key promises.

A football coach leads a struggling team to victory, but gets fired the next season as the team can’t maintain their winning streak.

A manager delivers on a major project, but most of the team quits within a year.

I’m sure we’ve all seen people who clearly have exceptional leadership strengths, yet are ill-suited to the situation they are in.

 
 
 

Don’t forget the big stuff while you sweat the small stuff

Don’t forget the big stuff while you sweat the small stuff
As leaders, sometimes we can become so busy with our heads down, getting things done, that we can forget to look up and see how the world is changing around us.

In today’s volatile, uncertain, and ambiguous business environment, it’s important to use the leadership quality of vision, to gather information and make a critical assessment of whether we’re still heading in the right direction, so we can make adjustments if necessary and take advantages of opportunities in a more agile way.

 
 
 

Why we all need to start thinking, and acting, ‘like a boss’

Why we all need to start thinking, and acting, ‘like a boss’
I have a question for every professional reading this: Do you consider yourself a leader?

If your answer to that was “No”, it might be time to re-think how you approach your job and your career.

 
 
 

Off the Rails and out of Control: The High Risk of Leadership Derailment

Off the Rails and out of Control: The High Risk of Leadership Derailment
Have you ever worked for a “bulldozer” boss? Someone so focused on results that they leave a path of anxiety and intimidation in their wake? Or how about a “micro-manager” who leaves their imprint on every office matter while still complaining they have too much work to do?

If you can relate, you have probably seen a leader who is running off the rails. We all know pressure can sometimes bring out the worst in people, but when leaders of organisations lack the self-awareness to manage their negative tendencies the consequences can be profound.

 
 
 

4 Keys to a Great Leadership Strategy

4 Keys to a Great Leadership Strategy
“90 per cent of my job is to fail.”

Speaking at an event recently, that’s how the head of a digital company’s Australian division described her job. She was tasked with taking risks on an ongoing basis, with the understanding that only a handful of her initiatives would work, and that this was acceptable. Only this way could her company stay on the leading edge of innovation.

Imagine the head of an Australian Big Four bank telling shareholders the same thing. It would never happen, and neither should it.

 
 
 

All Talk, No Action: Is There a Major Leadership Gap in Australia and New Zealand?

All Talk, No Action: Is There a Major Leadership Gap in Australia and New Zealand?
When I think about the recent spate of leadership changes in some high profile cases, it makes me wonder: how effectively are organisations mapping their leadership strategies to the contextual environment that we are experiencing in Australia and New Zealand right now?

By that I mean share prices going up and down, trading environments changing rapidly and economic factors weighing heavily, not to mention the changing demographics and digital transformation of the work environment.

 
 
 

Zen and the Art of Reflective Leadership

Zen and the Art of Reflective Leadership
There’s one practice that will add richness and depth to your work life, empower your team members and enhance your productivity and that of those around you. It can be developed and learned, and it’s cheap.

We’ve all heard of mindfulness and its benefits to health and wellbeing, but to me, mindfulness is most useful as a foundation for a truly productive habit that will be enormously beneficial to your career. I’m talking about embarking on the difficult but highly rewarding journey of creating the habit of reflection.

 
 
 

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HUDSON
Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.