How to Lead Remote Teams Effectively
Leaders, managers and coordinators often find challenging to lead remote teams. Why? Patrick Delamaire, Adjunct Professor at HEC Paris, shares his learning gained from HEC Paris where he teaches leadership to hundreds of leaders, with a specific focus on remote management. Some of these takeaways might be useful for you especially during this current pandemic situation.
Using storytelling to support organizational change
Transformation is a difficult challenge for companies. How can the art of storytelling guide companies through transformative change? Researchers Giada Di Stefano and Elena Dalpiaz turn to Italian houseware and kitchen utensil company — and master storyteller — Alessi to understand the narrative practices for successful change.
Being a Responsive and Responsible Leader: the Best Antidote Against Populism
On Thursday 19th January, Alberto Alemanno, Jean Monnet Professor of Law at HEC Paris will be at the Davos World Economic Forum. He will be leading a workshop on leadership and advising members from the Young Global Leaders Community on what the best practices for being a strong leader are. In this article, he identifies the 10 personal qualities that leaders of today may all have but too often lack.
Power to the people: Citizens should soon have more voice to sway policy
HEC Paris professor Alberto Alemanno says civic movements like ‘Nuit Debout’ are good for democracy but, in order to have their voice truly heard, need a professional leg-up in the form of citizen lobbying. An organization he is involved in and a book he is writing aim to pair up experts with NGOs to help them act as a counterweight to big business lobbying.
Leading with Sense, the Intuitive Power of Savoir-Relier: Interview with Valérie Gauthier
In her most recent work, Leading with Sense: The Intuitive Power of Savoir-Relier (Stanford University Press), Valérie Gauthier, Professor at HEC Paris and holder of the HEC-Pernod Ricard Leadership Chair, describes how a switch from top-down leadership, with the emphasis on authority, to open leadership based on trust and sense, can revolutionize management modes.
When the going gets tough, who can you trust?
Across the globe, Michael Segalla was surprised to find that business managers trust strangers considerably more than they trust their bosses. Trust levels nonetheless vary significantly according to national culture, as do firing practices, and firm trust increases somewhat with hierarchical rank and age.