Archive for the ‘Learning and Development’ Category

These tools can both generate and organize leads so you can turn prospects into profits.

Sure, you have sales leads. But to turn them into actual revenue, you need to efficiently manage them and develop relationships. That means separating real prospects from duds, organizing all the data and tracking your key leads on a regular basis.

Sales management apps such as San Francisco-based Salesforce.com, Cupertino, Calif.-based SugarCRM or Bellevue, Wash.-based Smartsheet Sales Pipeline attempt to streamline this, but deploying a big brand-name customer relationship management (CRM) tool can be overwhelming as a first step to developing and using sales leads more efficiently.

See on www.entrepreneur.com


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If you think a rolled gold resume is all you need to get back into the workforce, think again.

Cutbacks in a slowing economy are to be expected but many of the people who now find themselves updating their resumes are senior managers and executives more used to issuing redundancy notices than receiving them. It’s a grim time for senior executives wanting to get back into the workforce.

In addition to an economy that has remained on edge since the global financial crisis, many companies are cutting swathes through their management and executive ranks as restructures realign businesses and consolidate management hierarchies. And it’s not just companies: radical structural changes in the economy mean that many senior executives who have lost their jobs cannot assume that there will be demand for their specific expertise and experience.

See on www.brw.com.au

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In this article you will find a new model for leadership in the 21st century by Thomas Spielhofer and Siegfried Kaltenecker.

The authors present a model of how managers can lead agile organizations towards success, instead of being squeezed between anvil and hammer by their teams and their boards. This Agile Leadership Model (ALM) is the summary of our personal experience and of those whom we have coached, trained or otherwise worked with. It furthermore brings together the essence of what we learned in two years of research at the Platform of Agile Management – in which we have not yet found another model that we feel can fully cope with today’s leadership challenges.

Agile Leadership Model – An Overview

The ALM consists of four different layers, which build on each other:

  • Results (green items)
  • Core Competencies (yellow items)
  • Basic Skills (blue items)
  • Common Principles (red items)

See on p-a-m.org

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The clock is ticking. Every second, it seems, someone in the world takes on more debt. The idea of a debt clock for an individual nation is familiar to anyone who has been to Times Square in New York, where the American public shortfall is revealed. Our clock shows the global figure for all (or almost all) government debts in dollar terms.

Does it matter? After all, world governments owe the money to their own citizens, not to the Martians. But the rising total is important for two reasons. First, when debt rises faster than economic output (as it has been doing in recent years), higher government debt implies more state interference in the economy and higher taxes in the future. Second, debt must be rolled over at regular intervals. This creates a recurring popularity test for individual governments, rather as reality TV show contestants face a public phone vote every week. Fail that vote, as the Greek government did in early 2010, and the country can be plunged into imminent crisis. So the higher the global government debt total, the greater the risk of fiscal crisis, and the bigger the economic impact such crises will have.

See on www.economist.com

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The majority of executives participating in PwC’s 2012 State of the Internal Audit Profession survey say their businesses face more risks than ever before and the consequences become apparent much more quickly.

PwC’s 8th annual examination of the internal audit profession, focuses on this rising importance of risk management and internal audit’s contribution by taking a closer look at how stakeholders and board members view critical risks and the role internal audit could be playing.

Watch our webcast to learn more about the findings where we provided a perspective on the following questions:What are stakeholders’ expectations of the Internal Audit function?What challenges were identified to Internal Audit playing a bigger and more strategic role in monitoring critical risks?How are the most progressive companies proactively handling risks by leveraging Internal Audit’s assistance to monitor them?What are the four things that companies that manage risk well doing to distinguish themselves from their peers?

See on www.pwc.com

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Get inspired by some of thecreative ways these schools have harnessed mobile media for current and future students.
See on www.onlineuniversities.com

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