Starbucks will provide a free online college education to thousands of its workers, without requiring that they remain with the company, through an unusual arrangement with Arizona State University, the company and the university will announce on Monday.
The program is open to any of the company’s 135,000 United States employees, provided they work at least 20 hours a week and have the grades and test scores to gain admission to Arizona State. For a barista with at least two years of college credit, the company will pay full tuition; for those with fewer credits it will pay part of the cost, but even for many of them, courses will be free, with government and university aid.
The skills required for digital transformation probably can’t be groomed entirely from within. Leadership teams must be realistic about the collective ability of their existing workforce. Leading companies frequently look to other industries to attract digital talent, because they understand that emphasizing skills over experience when hiring new talent is vital to success, at least in the early stages of transformation. The best people in digital product management or user-experience design may not work in your industry. Hire them anyway.
Tesco, the UK grocery retailer, made three significant digital acquisitions over a two-year span: blinkbox, a video-streaming service; We7, a digital music store; and Mobcast, an e-book platform. The acquisitions enabled Tesco to quickly build up the skills it needed to move into digital media. In the United States, Verizon followed a similar path with strategic acquisitions that immediately bolstered its expertise in telematics (Hughes Telematics in 2012) and cloud services (CloudSwitch in 2011), two markets that are growing at a rapid pace.
The proportion of high school students in the U.S. who go on to college rose regularly for decades but now appears to be declining.
Last October, just 65.9 percent of people who had graduated from high school the previous spring had enrolled in college, the Bureau of Labor Statistics said this week. That was down from 66.2 percent the previous year and was the lowest figure in a decade. The high point came in 2009, when 70.1 percent of new graduates had gone on to college.
“Falling college enrollment indicates that upward mobility may become more difficult for working-class and disadvantaged high school graduates,” said Heidi Shierholz, an economist with the Economic Policy Institute in Washington. “It’s another part of the long-term scarring process of the Great Recession that has been partly hidden.”
How do you write a good résumé?
“The key,” he said, “is to frame your strengths as: ‘I accomplished X, relative to Y, by doing Z.’ Most people would write a résumé like this: ‘Wrote editorials for The New York Times.’ Better would be to say: ‘Had 50 op-eds published compared to average of 6 by most op-ed [writers] as a result of providing deep insight into the following area for three years.’ Most people don’t put the right content on their résumés.”
In the job hunt, you need to build a strong résumé.
Leah Bowman used Lego to construct the ultimate first impression on her search. Lego played a large part in Bowman’s childhood growing up Danish, so she was inspired to use the Lego Digital Designer to create a brick version of herself.
When people close their front door in the morning and think they have left their families behind them for a simpler life at work, they are often mistaken. Our families, particularly our earliest relationships, live inside our minds and find their way into all our subsequent relationships, including those in the workplace.
It is in our earliest relationships that we learn how to form alliances, to survive conflict, resolve arguments and be included in groups and avoid exclusion – all interpersonal skills essential to managing office life. When families have failed in teaching these skills, work relationships – and potentially people’s careers – can suffer.
For years, organizations have lavished time and money on improving the capabilities of managers and on nurturing new leaders. US companies alone spend almost $14 billion annually on leadership development.1 Colleges and universities offer hundreds of degree courses on leadership, and the cost of customized leadership-development offerings from a top business school can reach $150,000 a person.
Moreover, when upward of 500 executives were asked to rank their top three human-capital priorities, leadership development was included as both a current and a future priority. Almost two-thirds of the respondents identified leadership development as their number-one concern.2 Only 7 percent of senior managers polled by a UK business school think that their companies develop global leaders effectively,3 and around 30 percent of US companies admit that they have failed to exploit their international business opportunities fully because they lack enough leaders with the right capabilities.4
We’ve talked with hundreds of chief executives about the struggle, observing both successful initiatives and ones that run into the sand. In the process, we’ve identified four of the most common mistakes. Here we explain some tips to overcome them. Together, they suggest ways for companies to get more from their leadership-development efforts—and ultimately their leaders—as these organizations face challenges ranging from the next demanding phase of globalization to disruptive technological change and continued macroeconomic uncertainty.
Last November, State Street (STT) introduced a new team-building exercise: The financial-services company hosted its own TED event, modeled on the conference series that promises “riveting talks by remarkable people.”
While TED speakers have included big names such as Bill Gates and Sheryl Sandberg, State Street drew upon its own pool of about 30,000 employees. “We had people from all geographies and all levels of the company,” says Hannah Grove, State Street’s chief marketing officer, who came up with the idea.
Run by the nonprofit Sapling Foundation, TED started out in 1984 as a one-off event. Its mission: to help spread ideas and bring together experts in technology, entertainment, and design.
Since the 1995 publication of Daniel Goleman’s bestseller, emotional intelligence has been touted by leaders, policymakers, and educators as the solution to a wide range of social problems. If we can teach our children to manage emotions, the argument goes, we’ll have less bullying and more cooperation. If we can cultivate emotional intelligence among leaders and doctors, we’ll have more caring workplaces and more compassionate healthcare. As a result, emotional intelligence is now taught widely in secondary schools, business schools, and medical schools.
Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people hone their emotional skills, they become better at manipulating others. When you’re good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.
Social scientists have begun to document this dark side of emotional intelligence. In emerging research led by University of Cambridge professor Jochen Menges, when a leader gave an inspiring speech filled with emotion, the audience was less likely to scrutinize the message and remembered less of the content. Ironically, audience members were so moved by the speech that they claimed to recall more of it.