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IIC Partners
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Executive Search WorldWide Industry Expertise Global Strength Local Knowledge
Executive Search WorldWide Industry Expertise Global Strength Local Knowledge

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A survey conducted by The Fournaise Marketing Group revealed that 73 percent of CEOs believe their marketing team is not capable of generating enough growth.
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Leaning on research culled from Deloitte, KPMG, Gartner and others, CIO.com takes a look at the most common CIO archetypes.
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Body language can be cultural, but emotions are universal. Microexpressions reveal someone’s true feelings in a fragment of a second, and so it pays to notice them and calibrate your behavior in cross-cultural interactions accordingly.
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How does adversity affect the growth of leadership?
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Only 5 percent of respondents say their organizations’ talent management has been very effective at improving company performance. But those that do are much more likely to say they outperform their competitors: 99 percent of respondents reporting very effective talent management say so, compared with 56 percent of all other respondents.
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Employees are looking to CEOs and other senior corporate leaders to be champions of good causes, to embody wholesome and bedrock values, and to transmit the ethics we want to emulate ourselves and encourage in others.
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To be successful, organizations must tackle both conscious and unconscious biases. Implementing strategies to encourage employees to work together, despite subconscious inclinations to work more closely with people they view as more similar to them, will positively impact individual output.
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"Companies need to integrate class into the conversation today if they want to be inclusive and desirable workplaces tomorrow. We also know class backgrounds add skills to employees’ toolboxes for success. It’s a no-brainer: companies should aim to have the most tools at their disposal — this means more diversity."
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"Actions will convince women that they can thrive in the career of their choice. And it’s actions that will give organizations the powerful edge in attracting and keeping talent in the tight financial services labor market."
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Despite bias and other fixed ideas, progress is possible. Gender balance at the executive level is achievable and beneficial for business and society. But a relentless effort is necessary to weed out deeply rooted biases and norms that permeate society and organisations.
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