This interview with Jim Whitehurst, president and chief executive of Red Hat, the provider of Linux and other open-source technology, was conducted and condensed by Adam Bryant.
Jim Whitehurst is president and C.E.O. of Red Hat, the provider of Linux and other open-source technology. Long before the Facebook era, he says, the company started forms of social media where all employees could air views on issues.
Q. Tell me about the culture of your company.
A. Since we were founded in the 1990s on the idea of leveraging broad open-source communities, we naturally adopted that approach in our culture long before the Facebooks of the world even existed. So we’re on the bleeding edge of what so many companies are going to face because of this whole millennial generation coming up. It just does not like this idea of hierarchy.
I’ve been reading the recent research on trust completed by CASS on behalf of the CIPD and am posting a half-way review in the hope that Changeboard will include it in their HR carnival focusing on social responsibility coming out tomorrow.
The research focuses on the need for trust with a variety of different constituents including the mission of the organisations, its customers, leaders, line managers and each other (se my recent post on people like us).
Plenty of leaders seek to boost their performance by becoming stronger, more agile, more forceful. Matthew E. May has a whole different strategy.
Most leaders seek to boost their performance by becoming more: more decisive, more communicative, more masterful of complexity. Matthew E. May prefers the opposite approach. A former consultant for Toyota, May sums up much of what he learned there about the art of simplification in the word elegance, which he applied to products, processes, and problem solving in his 2009 book, In Pursuit of Elegance. (A new book, The Laws of Subtraction, will be published this fall.) In a recent conversation with editor-at-large Leigh Buchanan, May discussed how elegance applies to leadership.
I WAS the youngest of four children. My father was an electrician, and my mother was a school nurse who returned to school to get her degree when I started kindergarten. She would say you can be anything you want to be, and she set an example for me.
In high school, I enjoyed public speaking, art and music. Whenever the Grateful Dead were at Madison Square Garden, a friend and I would silk-screen T-shirts with Jerry Garcia’s image and sell them to concertgoers.
I ran across an interesting Blog post this past weekend from Daniel Newman, on a site called MillennialCEO.com, entitled, “Death of Distance – Social Media & Collaboration.”
The post was a well-written piece on how ubiquitous social media and collaboration has become in our lives, and that distance is no longer defining the intimacy of relationships (at least from a knowledge-sharing perspective).
Warren Buffett, one of the world’s leading investors, has chosen a successor. He hasn’t said who that is, though, which has upset some analysts. Working out who takes over when a job becomes vacant is a big worry for everyone, not just billionaires—and it takes more than choosing a name.
Anyone who tries to make a distinction between education and entertainment doesn’t know the first thing about either.
In the spirit of Marshall McLuhan, I took a look at this year’s Oscar nominees for any education that we might glean from the entertainment. (Spoiler alert: some of the comments below may shed light on the event outcome of the narrative of the films being discussed. If you prefer to see the film first, read this article later.)
If micro-managers are like babysitters, then the bosses we all hope to have are like great coaches.
Coaches inspire and bring out the best in their team. Micro-managers slowly suck the life out of you.
Everybody knows a micro-manager, but nobody claims to be one. Certainly, bosses view themselves differently than their employees see them. 1 in 3 managers say they use a coaching style, but only 1 in 5 employees agree (according to this Adecco study). So, here’s my take on some of the most distinctive attributes of an inspiring coach and a micro-manager.
A few weeks ago, the Equal Employment Opportunity Commission released its annual charge filing and resolution statistics.
The report tracks case trends from 1997 through 2011. Last year, charges rose to the highest level seen in this time period. Yet the percentage of reasonable cause findings of discrimination stayed relatively flat, at 3.8 percent. The other 96.2 percent of the cases were settled with benefits, withdrawn or dismissed. What's causing people to lodge an increasing number of cases even as the administrative findings of liability remain relatively constant?
Does it feel like it takes you less time to do something than if you were to give the job to an employee? Whether they're freelancers or full-time employees, slow-moving, uninspired workers are the bane of many small business's existence.
How can you get workers fired up and motivated to achieve your company's goals? Here are seven tips:
Anyone? Anyone? A new survey suggests the allure of C-suite positions has washed away. What's cool in 2012? You guessed it: entrepreneurship.
Survey a decent number of people and at least a few of them will probably say most anything—even the utterly outrageous. After all, nearly 20 percent of Americans tell pollsters that the sun revolves around the earth and about an equal percentage admit to believing in witches. So to call up thousands of people and find not a single one willing to agree to a proposition is pretty unusual. But one poll recently managed it.
Last Thursday, baseball All-Star Ryan Braun won his appeal of a positive drug test, but the truth remains clouded, trust has been broken, and he’s left with a tarnished image that may never be repaired.
If you’re not familiar with the story, Braun, the reigning National League MVP of the Milwaukee Brewers, tested positive last October for elevated levels of testosterone and was facing a 50-game suspension as a result. Braun had already filed an appeal when news of the failed drug test was leaked in December (results of failed drug tests are supposed to remain confidential until a player exhausts the appeals process, to avoid this very situation of unjustly tarnishing a person’s reputation). Last week an arbitrator ruled that Major League Baseball didn’t follow the strict specimen collection and handling procedures outlined in the collective bargaining agreement with the players union and Braun’s suspension was overturned.
In November 2010, to big fanfare at Unilever's London headquarters, chief executive Paul Polman boldly articulated a new strategy. The company would double the size of its business, he said, by channeling its efforts toward achieving eight ambitious goals by 2020 — among them, doubling the proportion of Unilever's portfolio that meets the highest nutritional standards, and halving the water associated with the consumer use of its products.
Alexandra Mayzler’s delegation skills have vastly improved since we first met. But at the last meeting of our business group, she said she’s still too involved with the day-to-day minutiae of running her business, Thinking Caps Tutoring. “I want to move away from all hands on deck to each person has responsibilities,” Ms. Mayzler said.
“INNOVATION is what America has always been about,” President Obama remarked in his recent State of the Union address. It’s hard to disagree, isn’t it? We live in a world dominated by innovative American companies like Apple, Microsoft, Google and Facebook. And even in the face of a recession, Silicon Valley’s relentless entrepreneurs have continued to churn out start-up companies with outsize, world-changing ambitions.
Almost half of UK workers think that employers’ diversity programmes are “only designed to attract good PR”, according to research published this morning from Adecco Group’s Unlocking Britain’s Potential campaign.
The poll found that a further quarter (27%) of employers believe that campaigns to promote a diverse workforce are aimed at gaining publicity rather than actively changing company culture. At the same time, over a quarter (29%) of employers admit that there is a 'certain type' of person that they regularly seek to recruit.
The Office of Personnel Management is setting new standards for executive training in the public sector.
According to the Office of Personnel Management (OPM), 16 percent of executive new hires in the federal government failed to reach the end of their first year in a new job, either voluntarily resigning or being terminated for performance that fell well below expectations. The culprit? A study by the Corporate Leadership Council found several reasons, among them a poor cultural fit between the new hire and the organization, lack of clarity about what is expected of the new leader, and a failure to inspire trust among staff and peers. The cure? According to OPM, it’s an effective executive onboarding program.
Unemployment has been high for far too long, and voluntary turnover has slowed to a crawl in just about every sector of the economy. So why are employers worried about a talent shortage?
That's the paradox Deloitte has been tracking since 2010 in its longitudinal survey series, "Talent Edge 2020." The latest report, released in January 2012, asked executives to list their three most pressing concerns about talent. The top concern for corporate leaders was brain drain--over 70% were highly concerned about retaining critical talent over the next year; two-thirds expressed the same concerns about high-potential employees.
Being the boss means you are often privy to information that your team isn't. You may learn that a major client is unhappy with your service, or that senior leaders are considering outsourcing your team's work. At these moments, it's easy to feel stuck between your bosses and the people you manage. Do you share the information? Or do you protect your employees from it? Whatever the news, it's up to you to decide whether, when, and how to tell your team.
Ah ref! Now you have an excuse for thinking your team always performs best. Your brain perceives the actions of people in your own team differently to those of a rival team.
Pascal Molenberghs at the University of Queensland in Brisbane, Australia, divided 24 volunteers into two teams and had them judge the speed of hand actions performed by two people, one from each team.
Apple on Tuesday named John Browett, CEO of British consumer electronics chain Dixons, as its senior vice president of retail.
Browett will begin his job in April and report to Apple CEO Tim Cook, according to an Apple press release. Browett, who held various executive positions at Tesco before joining Dixons in 2007, replaces Ron Johnson, who left Apple last June to become CEO of J.C. Penney.
OfficeTeam Survey: Work/Life Balance, Learning Opportunities Have Greatest Impact on Job SatisfactionArticle:
Want to know the way to an employee's heart? Professionals interviewed by OfficeTeam identified work/life balance (28 percent) and opportunities to learn and grow (27 percent) as the top contributors to their job satisfaction. The results are in line with those from a similar survey in which managers were asked about the factors most tied to employee morale.