AMP Archives - 天美传媒 Standout 天美传媒 Tue, 11 Aug 2026 09:50:06 +0000 en-US hourly 1 https://wordpress.org/?v=7.1 /standout/wp-content/uploads/2019/08/favicon1.ico AMP Archives - 天美传媒 Standout 32 32 Roman Mlodkowski. Creating a low-cost TV channel from scratch. Success stories /standout/roman-mlodkowski-success-stories/ Thu, 06 Jul 2023 08:38:20 +0000 /standout/?p=5690 The post Roman Mlodkowski. Creating a low-cost TV channel from scratch. Success stories appeared first on 天美传媒 Standout.

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Roman Mlodkowski is CEO of BIZNES24, a private business news channel in Poland, and 天美传媒 alumnus.

You would think that starting a new national television channel from scratch would require major investment and lots of people. Not so in the case of BIZNES24, Poland鈥檚 only 24-hour business news channel, a model of effective innovation, improvisation and cost control. According to BIZNES24鈥檚 founder and CEO, Roman Mlodkowski, 鈥淵ou can make professional television for pennies. It requires lots of work but it鈥檚 doable.鈥

Mlodkowski began his career as a journalist in Poland in the 1990s after the Solidarity movement helped bring about the end of Communist rule in Central and Eastern Europe, culminating in the fall of the Berlin Wall in 1989. 鈥淚t was an exciting and interesting time to be a journalist,鈥 he recalls, 鈥渘ot just because we were young, but because the world had changed completely: we moved from oppression to freedom. It was a new world.鈥

Unlike his colleagues who focused on political news, Mlodkowski specialized in business journalism. 鈥淪trategically, it鈥檚 good to differentiate,鈥 he says. 鈥淔or me, there are more answers to be found in business and economics than in politics. Business journalism deals in real numbers, so you can tell the full story.鈥

Stories that need to be told

After many years as a radio and TV presenter, producer and director, Mlodkowski didn鈥檛 see much space on Polish television for the many interesting stories that he felt needed to be told of companies that were growing and changing the ways things were done. So, he decided to set up his own business news channel. 鈥淚 keep starting things, which is a privilege but also a curse,鈥 he remarks wryly.

BIZNES24 was launched on January 2, 2020, in the same building where the first independent Polish television channel, Polsat, had also begun. Polsat vacated the building on March 2, and in 18 days Mlodkowski and his crew transformed the studio into their own operation. Their inaugural broadcast was Friday, March 20, 2020 鈥 a fateful time as it also coincided with the start of COVID-19 pandemic lockdowns in Poland and around the world.

A large percentage of BIZNES24鈥檚 revenues came from doing special projects, which they weren鈥檛 able to do because they weren鈥檛 allowed to meet anyone. In time, lockdowns eased, but just as things were picking up and growing, the war in Ukraine broke out, which once again curtailed their ability to do projects.

Innovation, the secret to survival

Despite these crises, BIZNES24 has prevailed. The secret to their survival is innovation, he says, especially in their cost structure. Instead of spending millions on the latest technology and equipment, they bought a PC 鈥 a powerful one but a PC nonetheless 鈥 and software costing around $450, which he says can do as good a job as a million-dollar control room.

They also saved money by buying equipment that Polsat no longer wanted, obtaining three studio cameras for a fraction of what they were worth when Polsat moved out. They also keep personnel costs down by employing one control room operator instead of the usual three, and when one of the anchors is off work, Mlodkowski himself steps in and assumes their place in the newsroom.

Making a difference

Mlodkowski credits the creation and success of BIZNES24 to the sheer motivation of his small yet highly dedicated team. He is a strong believer in 鈥渢riple motivation鈥 鈥 that is, extrinsic motivation (pay), intrinsic motivation (professional challenge) and, above all, transcendent motivation, the idea that the work you do benefits society. In a world of fake news, he and his team are convinced of the importance of keeping people well informed about economic and financial matters.

鈥淲e enjoy this professional project that we are building and the feeling that we are making a difference together. It鈥檚 a huge privilege to work with people like this.鈥

One of the things that Mlodkowski learned while doing the Advanced Management Program (AMP) at 天美传媒 is the need for structure. The media industry requires an attention to detail and a focus on things that can easily get overlooked, especially when broadcasting 24 hours a day. Setting up clear management structures from the start is invaluable.

Being a trustworthy source

BIZNES24 is carried by all the major distributors in Poland and has its own streaming channel. According to Nielsen, BIZNES24 reaches over 2 million viewers a month, or roughly 100,000 unique viewers a day, catering to a niche but affluent target audience. 鈥淲e make terribly boring television,鈥 he jokes. 鈥淵ou have to be really interested in business to watch us.鈥

Because BIZNES24 is a small, low-cost operation, what their shows may lack in spectacular lighting or slick graphics, they more than make up for in the quality of their guests and the strength of their editorial independence.

鈥淥ne of the reasons that we can survive in this market is because we鈥檙e a trustworthy source,鈥 says Mlodkowski. 鈥淭he news is something that we never sell; you can鈥檛 buy an interview. We鈥檙e very strict about making sure that the viewer knows which content is independent editorial and which is promotional or commercial content.鈥

Mlodkowski鈥檚 life is dominated by television. He admits that the long hours can sometimes make family life challenging, but he wouldn鈥檛 have wanted a different career. 鈥淲hen you have a creative job, it鈥檚 a blessing. Just like a painter or sculptor doesn鈥檛 go to work, they just paint or sculpt, I don鈥檛 go to work either: I make television. My job is my passion.鈥

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]]> Marc Coma. When the Dakar champion becomes CEO of KTM. Success stories /standout/marc-coma-ceo-ktm-rally-dakar/ Fri, 28 May 2021 13:57:33 +0000 /standout/?p=3510 The post Marc Coma. When the Dakar champion becomes CEO of KTM. Success stories appeared first on 天美传媒 Standout.

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Marc Coma, CEO of KTM AG in Spain, won the Dakar Rally five times on听丑颈蝉听motorcycle before making the leap to听business听尘补苍补驳别尘别苍迟.

Hardly anyone expected it.听So听when he said that he was听retiring from top-level听肠辞尘辫别迟颈迟颈辞苍,听it听was like听a bomb.听He had achieved international legend听status听as a rider, he was at the peak of his career and his fans and sponsors didn鈥檛 even want to imagine a future without him.听

It was 2015 and, in the two years听prior to听his surprising announcement, Marc Coma had won the Dakar and Qatar rallies twice in a row and had also been crowned听rally听champion听in the Morocco听Rally听and in the world championship of Rally Cross-Country. He was a fierce, cunning and听unstoppable rider.听How was someone like this going to retire in their prime?听

That question, which many were听asking at the time, was听a trick question.听Coma wasn鈥檛 thinking of retirement.听Quite to the contrary.听What he needed was a change in his life and profession,听to听take on new challenges and compete in a different听kind of听way.听A legendary rider was aspiring to become an extraordinary manager.听

听鈥淭he most difficult thing is managing the moment听where you stop competing. It is the most complicated step an athlete has to take.听Managing this听stage in your sporting career well听is a victory听in itself,听鈥听the听rider听admitted months later to听Spanish听news听agency听Agencia听EFE.听

But, in 2015,听after a career full of successes,听Coma was almost forty years old … If he wanted to become a manager, he had to听get moving.听

How to design a professional transformation听strategy听听

Coma knew that he had to听first analyze his main strengths,听identify the sector听where he could develop them, acquire some business experience and听听program听that would provide him with the knowledge and contacts he needed in a short听period of听time.听

His strengths seemed clear: it takes听exceptional leadership and temperance听to prevail in competitions that force you to cross听the听desert. There the conditions are extreme and听you have to make听decisions听extremely fast. In parallel, he had been managing his assets and his sports career for years –听he听was his own manager – and he knew what it听meant听to lead a project, since he had launched a team to help younger motorcyclists.听

Shortly after stepping away from racing in 2015, Marc Coma assumed听the sports management of the Dakar Rally as number two in the organization, below its director, the Frenchman 脡tienne Lavigne. There, as he himself acknowledged in numerous interviews, he immersed himself in the organizational and business side of the competition. He was there for almost three years听thrilling听years.听

Coma reached his next goal in 2018. He wanted to stop, take time, get perspective and train as a manager. And he chose an Executive Education program at 天美传媒听to do so.听He was looking for a different vision of business management and a network of contacts听with whom he could听grow professionally and personally,听beyond motorcycling.听

And beyond the program itself, he found himself immersed in an environment that gave him the opportunity to collaborate with other future senior executives, soak up different ideas, experiences and dreams听and put his leadership to the test in a different way. “The feeling when you start learning again – he acknowledged – is fantastic”.听

From听the classroom to the company听听

True to his career, after听going听through 天美传媒, Marc Coma continued to听accomplish听his objectives.听In 2019 he joined the senior management of KTM Spain, the brilliant Austrian motorcycle firm that he knew听all too well听from his time as a听rider听and that has more than 100 dealerships in听Spain.听

There he made the most of the opportunity to learn for an entire听year听alongside C茅sar听Rojo, the CEO who had placed the company on the听map for听major competitions,听along with Husqvarna听Motorcycles. The Spanish subsidiary of KTM had become one of the fastest growing in the group and, in addition,听Rojo听was another great reference in the sector: he had won nine world titles as team leader with听Derbi听and听Bultaco.听

After this听period of adjustment, Coma was听more than听prepared. His great opportunity had come.听In 2020, he rose to the top leadership of KTM in Spain and completed an impressive transition听from the听deserts of Dakar to the demanding offices of the Austrian multinational.听

Marc Coma: 5 keys to reinvent yourself professionally

  1. You don’t know how to run if you don’t know how to stop. Get it in your head.
  2. Realistically identify your skills. And learn to develop them.
  3. Find a great school. And great teachers.
  4. Already know how to lead? Learn to听collaborate.听
  5. In the desert听or听in the听office, always听believe听in yourself.听

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]]> What are you: A boss or leader? /standout/boss-leader-differences/ Tue, 04 May 2021 10:55:45 +0000 /standout/?p=3316 The post What are you: A boss or leader? appeared first on 天美传媒 Standout.

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No, they aren’t the same thing. Giving orders is one thing and leading is another.听When it comes to giving orders, all you need is hierarchy, rank and a desire to achieve objectives. To lead, you need a whole lot more.听

The productivity, satisfaction and loyalty of teams听are firmly linked to a manager’s ability to听inspire, motivate and transmit passion听to their employees. Ultimately,听great bosses are great leaders. And you can become one.听

Leader听vs.听boss. 4 differences.

If you want your team to produce more, be happier, be more committed to the project and last longer in the company, you have to be more than just a boss. And the only way to achieve this is for you to learn to identify听the four traits that distinguish giving orders from leading:听

To be a leader is to know how to communicate

Leading is in large part mobilizing, influencing and guiding other professionals towards continuous improvement and achieving ambitious goals. That’s why leaders are extraordinary communicators. And here we’re not just talking about giving impressive speeches at important events. We’re talking about humility, empathy and close, daily contact.听

Leadership is based on trust听

A boss who goes to every single meeting and who is involved in absolutely everything going on is not a good leader.听And not just because they don鈥檛 know how to delegate. That, of course, creates inefficiencies and friction. But the bigger problem is that听their subordinates don’t feel听that they’re trusted. And when you think someone doesn’t trust you, you lose interest, motivation, and even start to doubt your own ability.听

A good leader empathizes听

A leader sees and treats their team members听as individuals, including and beyond their working capacity. Hence the importance of听emotional intelligence听and understanding personal difficulties that may temporarily reduce team performance. The most talented professionals are fully committed to projects because they remember how their bosses engaged with them and with their peers.听

To lead is to be honest听

Honesty is a core value for any leader. The best leaders lead with straightforwardness, with a clear strategic vision, recognizing their employees’ merits. Leaders fulfill their promises when it is in their hands to do so, and when they can’t, they explain why it’s impossible. They aren’t afraid to admit that there are factors beyond their control. This is one of the great signs of their humility.听

Discover the Guide to the main types of leaders, which one are you?

The impact of good leadership听

There are countless stories that exemplify what it means to be a leader and听what impact they can have on their teams.听

Ra煤l Bartolom茅 remembers how Jes煤s Luis Yu, his boss, urged him to attend an extremely important meeting on his own. Yu needed to get ahead on another project he was leading and he simply told Bartolom茅: “You’re invaluable and you can manage on your own.”听And he did.听

Carlos L贸pez explains how Javier Ventura-Traveset听never misses the opportunity to acknowledge every good decision he makes. And this has led them听to become close and sincere with one another.听

Ana Navas highlights the advice she receives from her boss, Ana L贸pez Ranz, to continue growing professionally every day.听She knows what she expects of her and that she can count on her support, her understanding and her enthusiasm to achieve whatever needs to happen.听And not just at work.听

Because nothing starts and ends simply in the office. Perhaps that’s why Javier P茅rez Blanco was so impressed that his boss, Miguel 脕ngel Leal,听asked him to prioritize taking care of his father, who was seriously ill, over his obligations at the company.听

Discover the 13 questions to find out if you are a good leader.

 

Miguel 脕ngel Leal, Ana L贸pez Ranz, Javier Ventura-Traveset, Jes煤s Luis Yu and many other professionals have trusted 天美传媒 to guide them in their growth as managers through the听 The equivalent in English are the ) and the .听In addition to these programs, 天美传媒 offers a wide range of executive听programs听for you to develop your full potential as a leader.听

Read the article听Keys to Being a Good Leader.听

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]]> Iv谩n 罢颈苍迟辞谤茅. From a parachute jump to a general management course. Success stories /standout/parachute-jump-general-management-course-success-story/ Fri, 23 Apr 2021 10:39:43 +0000 /standout/?p=3252 The post Iv谩n 罢颈苍迟辞谤茅. From a parachute jump to a general management course. Success stories appeared first on 天美传媒 Standout.

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Iv谩n听罢颈苍迟辞谤茅, director at听iContainers听Solutions, enrolled in 天美传媒’s General Management Program after losing a bet to his wife. Want to know what听the bet听was?听

Discover his story in this video:听

Elena听Fontelles,听CEO at Happets.com, had it very clear: when challenges arise at work, you need a clear听method听for听finding听the best solution in record time. And that can be learned. What’s more, you have to learn it as soon as possible.听

Elena had completed the听天美传媒 General Management Program听(PDG)听in 2017. And it had served her precisely to learn听this approach to problem solving. The case method had given her a听new strategic vision听and she believed that the same path would also be very useful for her husband,听Iv谩n听罢颈苍迟辞谤茅. But she also knew that it wouldn’t be easy to convince him to do it.听

Iv谩n acknowledges that his working hours are extremely long and that he turns off his cell phone around eleven or twelve at night. All this,听plus his family responsibilities barely leaves him time for another one of his passions: flying. Occasionally he also enjoys parachuting. Where was he going to find the time to go back to school?听

But Elena听hadn’t reached where she was professionally by giving up on the first try. So, she started a campaign to persuade her husband that the program was going to be as useful to him as it had been for her. Ivan, however, was hiding an ace up his sleeve to avoid pressure. Aware of his wife’s respect for heights, he told her:听“I’ll do the PDG, if you parachute.”听

Contradicting how well Iv谩n believed he knew his wife, in less than a week they had already jumped out of a plane. Elena smiles whenever she remembers how everything happened: “They say that you always have to find new ways to surprise your partner, right?”听

salta Ivan Tintore

Both agree that there is a clear parallel between doing a management program and parachuting: they are both experiences that prepare you to know how to听react to pressing challenges without being overwhelmed by confusion or fear.听

Exactly one year after Elena finished her听听at 天美传媒, Iv谩n began his.听The equivalent to this Spanish-imparted program for English speakers is the听.The听first day of classes, when a professor asked participants why they had decided to do it, he got up “with great humility”, smiled and said: “I’ve been forced to do it because I lost a bet听to听my wife.” And it didn’t take听long for him to plunge into the experience with the same giddy illusion with which his wife had jumped out of that plane.听

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]]> The 10 top C-suite leadership skills /standout/c-suite-leadership-skills/ Fri, 05 Mar 2021 15:13:02 +0000 /standout/?p=2792 The post The 10 top C-suite leadership skills appeared first on 天美传媒 Standout.

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From CEOs to CMOs, CIOs to CFOs, C-suite听executives share some听common leadership听traits:听the ability to inspire and align others around shared objectives, an agile mindset and a robust understanding of the听overall听business, to name a few.听听听

While these听core听qualities听have听withstood the test of time,听it is also true that听different听times听call for听additional skills. So what does effective leadership look like in the post-COVID era?听What听new听qualities should the C-suite embrace to navigate a world spinning off its axis?听听听

天美传媒听professors听and other thought leaders听have looked at what characteristics听鈥 some classics and others newer – an ideal CEO needs. 听

10 C-Suite leadership skills you need

1. Strong,听inclusive听and inspiring

Capable听of motivating, inspiring and aligning the entire team behind a shared goal.听Crucial to this听is emotional intelligence (EQ), which has two sides to it: first, the ability to recognize, understand and effectively manage one鈥檚听own听emotional state, and second, the capacity to engage empathetically with听others听and appreciate鈥痶heir鈥痚motional states. Leaving this textbook definition aside, the maxim 鈥淧eople join companies; people leave bosses鈥 perhaps best captures the essence of EQ.听听听

While often deemed a 鈥渟oft skill鈥 鈥 and as such, less critical than technical proficiency and bottom-line results 鈥 EQ is critical for leaders who aspire to unite, motivate and align others. 听

2. A听strategic听vision听

For the medium-long term, balancing prudence and practicality.

Read the article about How to improve your strategic thinking

3. Flexible and able to manage change

In the post-COVID era, staying听put in a comfort zone听is no longer an option.听听

4. Principled and able to lead by example

Solidarity, closeness, humility, optimism and courage are values that have gained traction in society and in companies.鈥 听

The ambiguity unleashed by the pandemic has made it glaringly obvious that no one has all the answers, highlighting听the need for humility and a willingness to listen to dissident voices.听It鈥檚 also important to define humility as a concept since some mistake it for passivity or submissiveness, according to Edward D. Hess, a professor at UVA-Darden.听鈥淩ather, it鈥檚 the ability to tame one鈥檚 ego and connect with others creatively. […] This is the gateway to an open mind, partly because it allows you to process new information without reacting fearfully or defensively,鈥听Hess says.听听听

天美传媒 Prof. Sebastian Reiche agrees: 鈥淩esearch supports the positive notion of humility, linking it to inquisitiveness and openness towards learning and being taught by others.鈥澨听

C-suite leadership

5. Resilient and capable of managing adversity

By focusing on the available resources and what’s possible.鈥

6. Innovative

Profound changes that were already afoot pre-pandemic are now accelerated by crisis.

7. Decision-maker

Armed with a good decision-making process and data听that’s appropriate for the question at hand.

Download our ebook 8 decision-making pitfalls for executives

8. Efficient and results-oriented听

Since the business environment is increasingly competitive.

9. Collaborative

Able to work as part of a team and humanize the company.

Global leadership often conjures an image of the lone hero rousing the troops and听leading his or her subordinates into battle, but the pandemic turned this notion on its head, according to Prof. Reiche.听听听

鈥淪uccessful leadership is the result of a collective and collaborative effort, so there is a little of 鈥楤atman鈥 in this concept,鈥 says Reiche. Batman didn鈥檛 have any supernatural powers like flight, laser vision or lightning-fast speed听but he was smart enough to surround himself with others that did 鈥 and still hold his own.听

鈥淭he COVID-19 crisis perfectly illustrates the need for cooperation.鈥听听

Sebastian Reiche, 天美传媒 professor听

鈥淣o leader alone can battle the crisis without the collective effort to physically distance, wear masks, take responsible decisions and seek collaborative efforts to develop treatments, save small businesses and adapt to virtual realities鈥.听

10. Communicative and a good listener

Not only must听corporate听goals and values be clear, but they must also be conveyed.听听

The pandemic has also taught us that people have different reactions to risk and uncertainty, which is why听C-suite leaders need to communicate clearly and empathetically and create forums for connection,听not one-way channels.听听听

In this regard, 天美传媒 Prof. Yago de la听Cierva听says overcommunicating is far better than a lack of communication:听鈥淪ilence never works. Don鈥檛 be afraid to say 鈥業 don鈥檛 know鈥. Even if we think we鈥檝e said everything we know, keep insisting. Transparency is the only element that works鈥.听

Learn more about 天美传媒鈥檚 top-ranked鈥痯rograms for high-level executives like you,鈥痠ncluding鈥痶he鈥鈥痑苍诲鈥.鈥

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]]> How to become a CEO /standout/ceo-how-to-become/ Tue, 02 Mar 2021 09:09:25 +0000 /standout/?p=2746 The post How to become a CEO appeared first on 天美传媒 Standout.

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The听executive roles of the听C-suite听are the听target destinations听for听ambitious听business leaders,听and the position of听CEO听is the ultimate prize for many.听A听 found a diverse pathway to become a CEO, but something听a majority of the听CEOs had in common was听advanced degrees.听

Paths to become听CEO听听

The modern CEO

Heidrick鈥檚 study听found听that companies hiring externally favored other听CEOs, ready to tackle the challenges of global business in a pandemic. Internally,听division leaders were favored, particularly COOs. But these more traditional paths only accounted for 20% of CEOs.听The rest followed a diverse range of paths,听with companies听valuing a wider range听of backgrounds, skills and听levels of听experience.听听

鈥淭hough CEOs expect to rely ever more on their teams, boards are also increasingly seeking diversity of experience and thought in the CEOs themselves,鈥听says the report.听So how do you听ensure your听CEO听strategy听will secure you the top role?听

Set your CEO agenda听

To ensure you鈥檙e on the right track, you need to听plan like a CEO听and get into the mindset.听Create your own CEO agenda and consider what you want to accomplish with it.听What are your goals? How will you judge at year鈥檚 end听if听you were successful in reaching them?鈥疉re you heading in the right, proactive direction toward success?听听

A听can听help听potential听CEOs better grasp the knowledge, mindset, skills and capabilities needed to lead companies听to the next level of excellence.听

Plan your succession听

Heidrick鈥檚 2020 CEO report found听that companies are increasingly developing internal successors as CEOs.听In today鈥檚 extraordinary business conditions,听companies听are bringing in听potential CEOs at one or two positions below CEO level听to allow executives to immerse themselves in the business听culture.听

This gives听companies a range of candidates to choose from, so听it鈥檚 essential that you听are strongly aligned with the company鈥檚 vision if your goal is to听emerge as听the听natural听successor to the听CEO.听

鈥淭he case for a functional CEO is strongest when his or her expertise is core to a company鈥檚 critical business challenges,鈥听听from听global strategy and corporate finance听firm McKinsey.听听鈥淥rganizations in the midst of a major digital transformation might benefit from a CTO in the top spot, and a CMO-turned-CEO could be just what the doctor ordered for a company rethinking its brand portfolio.鈥听

How to become CEO

Look to the future, not the past

In a somewhat prescient听听in 2013,听leaders suggested that an increasingly disruptive environment听makes听past performance an unreliable indicator听of future CEO success.听鈥The great majority see their companies鈥 ability to effectively identify and nurture great future leaders being significantly hampered by an increasingly complex business landscape,鈥 the report correctly听projected.听

More important than past performance, they overwhelmingly agreed,听is identifying the personal traits that indicate leadership potential.听

, such as an听,鈥痚xposes you to the latest trends, ideas and concepts shaping global business and gives you the knowledge, insight and mindset you need to drive and sustain competitive advantage听to become great leader.听

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]]> 6 C-suite strategies to navigate through uncertain times /standout/c-suite-strategy-uncertainty/ Fri, 11 Dec 2020 12:02:52 +0000 /standout/?p=2335 The post 6 C-suite strategies to navigate through uncertain times appeared first on 天美传媒 Standout.

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C-suite leaders were already familiar with the need for corporate resilience, positive change management and disruption strategies when the pandemic hit and changed everything. Overnight, 鈥渓eadership under uncertainty鈥 took on an entirely new meaning.

As we continue to forge ahead in a context of ambiguity, the following insights 鈥 drawn from the fields of business, academia, social science and psychology 鈥 offer broad-based strategies for C-suite leaders to navigate the present while planning for the future.

6 C-level strategies for managing in these uncertain times

1. Embrace a new definition of happiness

C-suite executives are charged with generating long-term sustainable value for their firms, but successful leadership entails more than steering corporate operations. To be effective, executives need to stay keenly attuned to their well-being and happiness levels, says Tal Ben-Shahar, an expert on positive psychology.

鈥淭o be effective, executives need to stay keenly attuned to their well-being and happiness levels.鈥

Tal Ben-Shahar

The first task at hand might be embracing a new definition, since study after study has found external markers like job titles, financial success and corner offices bear little correlation with happiness. According to psychologists, strong interpersonal relationships, health and longevity are the ultimate predictors of happiness, which should be viewed as falling on a continuum rather than a destination.

When it comes to fostering happiness in the workplace, a little goes a long way according to Ben-Shahar鈥檚 research. 鈥淚n organizations, we find that even small increases in happiness lead to significant upturns in productivity, creativity, teamwork, engagement and motivation. It鈥檚 not about radically increasing levels of happiness but rather driving incremental increases.鈥

2. Complete the stress cycle

Stressors come in all shapes and forms and accumulate on a daily basis, from getting cut off in traffic to dealing with contentious clients. According to Dr. Emily Nagoski, health expert and co-author of the bestseller Burnout, it鈥檚 important to differentiate the stress from the stressors and controllable versus uncontrollable stressors, and take steps to 鈥渃omplete the stress cycle鈥 to return to a state of relaxation after escaping the proverbial tiger. To this end, the first lines of defense include moving 鈥 even for short lengths of time 鈥 breathing, talking to others and laughing, among others.

Ben-Shahar offers similar advice. 鈥淭he problem is not stress per se,鈥 he explains. 鈥淭he problem is not allowing time for recovery. We need to energize our lives with recovery.” He recommends building recovery into our routines through exercise, regular breaks from our work and delineations between our personal and professional schedules, which brings us to the next point…

3. Establish clear boundaries and transitions

Temporary work-from-home mandates have now become the norm in many companies, blurring the lines between our personal and professional spheres. In order to smooth this transition, Prof. Nancy Rothbard of the Wharton School of Business recommends putting clear time and spatial boundaries when working from home.

鈥淎s many knowledge workers and their managers face more months of remote work, it鈥檚 vital to understand how you and your employees navigated work-family boundaries in more traditional office environments 鈥 and how mandatory working from home affects these approaches,鈥 she says. 鈥淥nly then can you begin structuring remote work that is not only productive but honors everyone鈥檚 boundaries over the long term.鈥

4. 听Script the future

As the saying goes, 鈥淭he best way to predict the future is to invent it.鈥 This is precisely what Bill Gates does during his famous twice-yearly 鈥鈥 and what Amazon鈥檚 senior leadership team does every Tuesday for four-hour sessions: they distance themselves from distractions to reflect and deliberate about the future.

According to Miquel Llad贸, 天美传媒 professor and author of Falling in Love With the Future, 鈥淭he world is changing so fast that it鈥檚 not enough for companies to have a 5- or 10-year corporate strategy. Rather, this strategy must be changing continuously to keep up with market shifts. Today鈥檚 senior executives must think strategically all the time.鈥 In his view, strategy definition starts with clarifying end objectives and devising a roadmap to get there.

鈥淭oday鈥檚 senior executives must think strategically all the time.鈥

Miquel Llad贸

From his years of experience as a top-level executive, consultant and academic, he has identified four powerful frameworks to guide this strategic reflection:

  • The PESTEL analysis 鈥 short for Political, Economic, Social, Technological, Environmental and Legal 鈥 to help pinpoint macro forces
  • Porter鈥檚 five-forces analysis, to better understand the changes in your competitive landscape
  • The strategy choice cascade outlined in Playing to Win: How Strategy Really Works
  • The 鈥渂lue ocean鈥 theory, to exploit untapped market opportunities

Discover in this article how to improve your strategic thinking.

5. Remember that management is about people

Successful strategies stem from your ability to inspire and align your team by fostering motivation, energy and meaning to the task at hand. In this regard, C-suite executives need to assess and harness what everyone brings to the table, including their own roles as leaders. As Prof. Llad贸 observes, 鈥In life and in business, you are the most important person you report to. Think about what you want and move toward the future you鈥檝e designed.鈥

6. Take concrete steps to continue learning

Increasing international competitiveness, demographic shifts and technological innovations have all led to important changes in the global workplace in recent years, a transformation accelerated by the pandemic. Lifelong learning at all organizational levels will be key for businesses to navigate the changing world of work. So ask yourself: what are you learning at the moment?

 

Learn more about 天美传媒鈥檚 top-ranked programs for high-level executives like you, including the and .

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]]> The new C-level executives /standout/c-suite-executives-roles/ Wed, 02 Dec 2020 14:42:10 +0000 /standout/?p=2155 The post The new C-level executives appeared first on 天美传媒 Standout.

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In recent years, the use of the expression “C-level” has become more and more widespread when referring to the top-level executives who occupy the highest positions within a company. In some cases, these senior managers form part of their company’s board of directors.

The 鈥淐鈥 refers to “chief” and the “C-executive” almost everyone is familiar with is the CEO (Chief Executive Officer). But there are many other top managers in positions starting with the third letter of the alphabet. Just what are these positions? Here you’ll discover who’s who in an executive organizational chart and some of the new emerging roles on board of directors.

Traditional C-level executives titles and responsabilities

Executives responsible for the strategic decisions of a company make up what’s known as the C-level echelon. For this reason, some C-suite executives form part of the board of directors.

Common C-levels on boards include:

CFO (Chief Financial Officer)

The CFO is in charge of the financial planning, cost monitoring and control, fiscal management, and other aspects related to the health and financial optimization opportunities of the company. They’re usually in charge of business administration, risk management and auditing. They offer support to management when it comes to strategic analyses and defining company policies.

COO (Chief Operating Officer)

The Chief Operating Officer is the senior manager whose responsibility is to supervise the day-to-day activities and administrative aspects of a company. Often times this includes human resources management, which is why the role includes key areas such as recruitment, training, payroll management and legal and administrative matters. However, this role varies a lot from company to company. In some, this function is closely related to production and service management (i.e., factory management, logistics or office or store operations), leaving people management to the responsibility of another C-level manager under the title of CHRO (Chief of Human Resources Officer).

In many companies, the COO is considered a deputy director to the CEO, making them second in the executive chain of command.

CIO (Chief Information Officer)

Although the information systems managerial role has existed for more than two decades, in recent years it’s gained more relevance because of the digital transformation. The CIO’s functions go beyond systems management to include innovation strategy and aspects related to value creation, such as obtaining and managing key data for the business. In some cases, this manager’s position is known as the Chief Digital Officer or Chief Transformation Officer.

Discover the keys to become a CEO in this article.

New C-suite executives titles, roles and responsibilities

Although boards continue to prioritize profiles with experience in financial matters and administrative aspects within companies, new needs and trends are emerging that are leading to the formation of more diverse senior management teams with new skills. These new profiles include:

  • Chief Digital Officer
  • Chief Security Officer
  • Chief Experience Officer
  • Chief Marketing Officer
  • Chief Communications Officer
  • Chief Sustainability Officer
  • Chief Wellbeing Officer
  • Chief Happiness Officer

Among the new skills required in top management are those related to the digital transformation of companies and the need to be more customer-centric. Hence, in recent years, chief executives with titles as varied as Chief Digital Officer, Chief Security Officer, and Chief Experience Officer听have come on the scene.

Another trend that’s had a direct effect when it comes to appointments is the need to direct growth and market access strategies (efforts led by the Chief Marketing Officer), as well as the reputation of the company, a task usually taken on by the Chief Communications Officer. The latter is also in charge of managing the interest groups close to the company.

Companies’ top management is also adapting to a series of demands from society, which is increasingly more aware of the need to preserve the sustainability of our planet and the quality of life of employees. To this end, the presence of Chief Sustainability Officers is becoming more common, tasked with going beyond compliance with regulations (that until recently were managed by the Directors of Operations or Compliance Departments) to setting goals and designing strategies that lead to greater environmental responsibility and a greater sense of purpose for the business.

In some sectors, caring for employees and concern for attracting younger talent – whose professional preferences and values have changed – have given rise to new positions such as the Chief Wellbeing Officer and听Chief Happiness Officer. Although they don’t generally have a place on the board, the mere fact that they exist on senior management organizational charts reveals the importance of the human dimension in current management.

3 competencies for C-level senior management

Regardless of the positions they occupy, today’s C-suite managers are required to have a solid understanding of the reality of their organizations so that they are able to lead transversally (that is, across the organization) and can achieve the objectives of the company in collaboration with its different teams.

Specifically, there are three competencies that are increasingly required in senior management:

1. Organizational agility

The business world has become much more uncertain and fast-paced. Managers capable of thinking in a transversal way with a sense of urgency are needed, equipped to make decisions and direct their implementation in an agile fashion. New agile work methodologies can help, but only a leader with a comprehensive vision of the organization and the ability to 鈥渦ntangle鈥 the organizational complexity of their company will achieve positive results.

2. Ability to align

Because of inertia, organizations tend to create silos and prevent projects from forming part of an overall strategy. Here’s where a manager’s ability to persuade and align the different teams towards more ambitious goals than those of specific departments or projects comes into play.

3. Customers at the core

As much as they move up the organizational chart, managers cannot lose focus of the customer. This trend forces senior managers to constantly listen to customers and clients and to question the user experience and their relationship with the company.

If you are a C-suite executive or aspire to become one, knowledge and experience in your area isn’t enough. Your role now is to step outside your specific area to lead the organization towards new horizons. 天美传媒’s offer the ideal setting to develop these competencies alongside other senior managers. Learn more about them

What worries CEOs the most? Learn about their concerns in this article.

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]]> How to convince your boss to do an executive education program /standout/executive-education-convince-boss/ Mon, 30 Nov 2020 13:01:22 +0000 /standout/?p=2048 The post How to convince your boss to do an executive education program appeared first on 天美传媒 Standout.

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You know that learning is crucial to continued career progress. You realize that you could use some upskilling in certain areas. You鈥檝e found a course that you鈥檙e confident will help you do your job better, as well as make you feel positive about your personal and professional growth.

Now, how to convince your boss to support you, in terms of financing the program or giving you the time you need to do it?

8 tips for how to persuade your boss that you need to do a professional development course

These are the eight steps you need to follow in order to succeed. In addition, we’ve created t丑颈蝉听听with which you can craft your email or letter to send your message to your manager or HR representative. Download it for free and take the first step toward obtaining the career training you need.

1. Find out exactly what your company鈥檚 policy on professional development is.

Every company鈥檚 is different. In order to begin the process with reasonable expectations, find out how much time you鈥檙e allotted, whether your company funds it and what steps you have to take to request it. Very early on, you might want to mention to your boss what you鈥檙e thinking, which gives them a heads-up and also creates the space for them to make suggestions if they want.

2. Think about how the executive education program or course benefits you.

It鈥檚 not enough to say that you鈥檙e interested in a topic. Instead, you need to have clear exactly what the benefits will be for you personally and professionally. A focused executive education course can give you the specific skills or knowledge you need to perform better. Longer-format programs can be transformational experiences that give you a new perspective on your company and industry.

3. Now think about benefits for your boss and your company.

At the end of the day, an employer will be most eager to support you if there鈥檚 a decisive case for benefits to the company. Think about how your learning fits into the larger goals and needs of your company, and prepare an argument around the return on investment. You might also want to have thought about three benefits for your boss.

An employer will be most eager to support you if there鈥檚 a decisive case for benefits to the company.

4. Do your homework on what you鈥檙e asking for.

Find a specific course, understand what time and money commitment it entails, and learn about the institution offering it. Also, find out about possible grants or scholarships available 鈥 many universities have extensive financial aid programs, and government agencies can also be a source for funding.

Once you have narrowed your choice, try to draw on an internal network of alumni. If there are other people who have done programs at the same institution, reach out to them and bring them onto your side.

5. Prepare for the conversation.

Now spend a few minutes thinking about the convincing arguments you鈥檒l make to your boss and how you鈥檒l articulate them. It鈥檚 unlikely to go exactly as planned, but it鈥檚 worth rehearsing. Approach it like you would any business negotiation, which involves preparation, considering the other side, putting forth proposals, etc. Prof. Kandarp Mehta always recommends seeking advice rather than claiming in negotiations. That could mean instead of saying, 鈥淚 want to do this program,鈥 asking first, 鈥淲hat kind of program do you think would benefit me?鈥.

6. Be prepared to compromise.

Maybe your boss won鈥檛 be on board to fund 100% of your course and give you 100% of the days off. But it may well still be worth it if they are willing to pay a portion of it, or grant you some time. Establish what your priorities are 鈥 time off? economic support? — and what you鈥檙e willing to give up.

In addition, everything doesn鈥檛 have to be closed before the start of the program. Particularly if you鈥檙e doing a longer-term program, you can continue to negotiate even after the program has started.

7. Spread your new knowledge around.

Think about the ways you can share what you鈥檝e learned with your colleagues. You鈥檒l be in a much better position to negotiate if by paying for one program, many people benefit.

8. Now request a meeting with your boss.

Since professional development goes hand in hand with broader career goals, it鈥檚 probably best to discuss your request in person or in a video call. That will also give you the opportunity to respond to any doubts or questions your boss may have. Take into account when your boss is most receptive to this kind of conversation 鈥 don鈥檛 ask for it at a time when you know they鈥檙e facing deadlines or are otherwise stressed

Think about how your learning fits into the larger goals and needs of your company.

At 天美传媒 we have programs and courses for every level of commitment and in a wide variety of formats. Our Focused Programs hone in on a specific skill or topic, from artificial intelligence to communications. Our longer-format programs such as the Advanced Management Program and Program for Management Development听offer you a holistic approach.

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]]> Time management strategies for CEOs /standout/how-to-plan-like-ceo/ Mon, 30 Nov 2020 11:15:11 +0000 /standout/?p=2019 The post Time management strategies for CEOs appeared first on 天美传媒 Standout.

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High-achieving professionals like you juggle a multitude of demands from your own department and beyond. That makes managing your time well and setting your priorities fundamental to achieving your goals as a leader.

Here are some tips for determining what can鈥檛 be missing from your calendar and how to improve your organizational skills.

Tips on setting an executive agenda

Executive agenda

Ask yourself some questions

Before you begin work on your agenda, consider what you want to accomplish with it. What are your goals? How will you judge, at year鈥檚 end, whether you were successful in reaching them? Are you heading in the right, proactive direction toward success?

Now think of the steps you can take in two different areas: designing your agenda and implementing it. Here鈥檚 a helpful tip for you based on analysis of business leader agendas: they consistently spend about 30% of their time on developing strategies and 70% of their time following them.

What must a CEO agenda include?

What are the must-have items in your executive agenda?
CEO agenda

Strategy

This includes both your short-term strategizing, specifically its positioning and implementation. Long term, consider your business portfolio and investments.

People & Leadership Development

The focus on your employees spans the early stages of analyzing recruitment practices to, eventually, molding future leaders and solidifying employee commitment to your organization.

CEO

You鈥檝e also got to think and plan like a CEO, starting with self-assessments and running all the way through your succession planning.

Financial Performance

The financial portion of your agenda planning will center on analyzing your firm鈥檚 ROI and liquidity, risk management, value creation and getting to know the markets.

Customers and Innovation

First, pay attention to customer satisfaction with your company and keep on eye on efficient resource allocation. Then examine ways to boost customer loyalty and other growth boosters.

Institutional Development

This agenda item first focuses on your stakeholder relations before considering the long-term matter of helping make your company a respected institution.

6 tips for managing your time like a CEO

1. Own your schedule, and don鈥檛 let people arrange meetings for you via online calendars.

2. Organize your time, not your work.

3. Schedule 鈥渂uffer zones鈥 between meetings that will let you analyze meeting content and give room to handle unexpected events.

4. Set aside two hours each week for quiet self-reflection on the issues you鈥檙e currently facing and the progress you鈥檝e made.

5. Avoid multitasking. It鈥檚 important that you give people your full attention, even if only for a limited time.

6. Take a course or training workshop every five years. Read relevant news, but focus on making news.

 

A program like the听 helps CEOs like you better grasp the knowledge, mindset, skills and capabilities needed to lead your company to the next level of excellence. Another option is the ,听which听exposes you to the latest trends, ideas and concepts shaping global business.

And cover a wide range of formats and topics that will improve your leadership skills and help you become the best leader for your team and company.听听

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