When it comes to planning for growth in your career, it’s important to think about whether you enjoy focusing more on the big picture or on intricate details.
Ask yourself this question as you set your career development goals: Would I rather work as a generalist or as a specialist? In this video, I talk about the differences between the two. I hope it helps you envision the career you want.
In this video, I suggest five key steps for working through an issue with your team:
1. define the problem
2. discuss the specific outcome you want
3. decide how much control you have over the outcome
4. come up with possible solutions
5. choose your path to the solution
We all know how bad a boring meeting can be. As a leader, it’s necessary for you to hold meetings, but a poorly-run meeting can be miserable and unproductive. In this video, I’ll give you some ground rules for meetings that you can follow to make them more successful.
When you lead a meeting, you want to do more than just tick off the items on your agenda--you want to make people feel comfortable and interested enough to share their ideas. Don’t want it to be a boring meeting? Engage your participants and get them involved! Be respectful of people’s time, validate their contributions, and learn how to encourage input from even your most quiet participants.
This video discusses the importance of mapping your professional network. Whatever it is you may need, you already know the people who can help you. By mapping your network, you identify what others can do for you and what you can do for them in return.
I share tips for building your network and treating your contacts with respect, categorizing the different groups of people you know, and reaching out to them effectively so you can help one another.
This video discusses how to earn respect as a leader and gain compliance from new teams. One of the signs of a good manager is in knowing when and how to set an example. By being strong, strict, and fair in setting the example, a manager establishes expectations, corrects unwanted behavior, and moves forward with more cohesion and less animosity.
By setting an example in a clear fashion you can earn your team's respect and have them work with you instead of against you.
I call this, "killing the chickens in front of the monkeys." This is how to earn respect as a leader.
In this video I discuss the top five CV blunders people make when applying for a new job. If you want your application to stand out then it’s very important that you follow these guidelines for writing a CV.
Remember, when applying for a job the chances are that the person you're sending the CV to is receiving hundreds, if not thousands of CVs. Having been recruiting for twenty years if I see any of the mistakes your application will immediately be overlooked. Make sure you don’t fall into this trap!
Being a great leader is for everybody who _decides_ to be so - it's a deliberate decision that you must live out in everything you do, at work and outside work
“Telematics as a car insurance product has never really taken off in the region, but there is a potential for a higher adoption rate with the right business model, says Mr Frederik Bisbjerg of Qatar Insurance Company. “
The ’founding meeting’ of war room II aimed at identifying the full customer journey and experience and, based on the findings, narrow the war room focus down to one or two major areas – the areas with ‘most effect per hours spent adjusting’
I’d claim that the most disruptive force in (personal) insurance is the online aggregators that – to me – are online brokers, granting customers free access to quotes of ordinary car insurance products and maybe doing so in a freshly designed way - why don't we see more successful real insurtechs?
More and more managers turn to a new management style; management by WhatsApp, and there’s both advantages and disadvantages by doing so. Leaders will know the difference
The end of a project war room is the beginning of a new, more quiet, phase in the team - however, it's important to keep up the feeling of success and to prepare for the next phases of business and process development
With Amazon, Google, Tencent (WeChat) etc. as major distribution channels, the future of the traditional personal insurer is uncertain – add to this that one of the major product lines most probably will become obsolete during the next decade and you have all ingredients to promise the incumbents a bumpy ride going forward. This white paper discusses what incumbent insurers can do
What we’re in essence looking at is a fantastic product with a proven international track record being introduced too late into a market that never really was prepared for it before it was rendered outdated. Seriously interesting times ahead of us…
Literally hundreds from my network and from all over the world have asked me "how the war room looks" so I made a picture showing the structure and brief explanations describing the contents and purpose of the room
Your colleagues are customers too, so these are the very people that disrupts your markets and driving profound changes in the way you need to create your future products and services. But internal disruption is not high on the management agenda
It’s no news that there are tensions between a company’s business development / digital innovation and the day-to-day business operations. On one side, you have a team of enthusiasts focusing on the Big Next and on creating the digital future of the company – and on the other side, you have the operations focusing on delivering on financial targets and complying with regulations while providing excellent customer service daily
This Thursday October 26th, 2017, another line of duties was added to my responsibilities so I'm now also holding the position as Executive Vice President, MENA Motor Claims for personal and corporate lines for the QIC Group, which I'm very happy with and proud of. I believe it makes perfect sense to combine the business development of the commercial side with the claims side of the business
One of the most interesting topics is the discussion about top-down or bottom-up processes, i.e. should the Board set the targets and let the units plan how to meet them or should the units report in what they think is possible to reach?
It's not "like that" to disrupt an incumbent organization over night - but if you want your company to survive, you nevertheless has to begin - this is one way of doing it