Archive for the ‘AIESEC’ Category

London, England (CNN) — Coming clean about your shortcomings at work isn’t something that most executives would be keen to confess in a hurry.
But if you are serious about a promotion, or that long overdue pay rise or you simply want to do your job better you need to stare down your weaknesses if you want to move up the career ladder.
That’s the view of U.S. corporate consultant and author Jim Taylor who argues spending time on those uncomfortable flaws is more beneficial than simply concentrating on improving your strengths.
“Without the acknowledgement of weaknesses there is no possibility of change,” Taylor told CNN.
“To really make big gains you have to improve weaknesses. Don’t be threatened by them. Use them as information to improve performance.”
Weaknesses, he says, are typically within our control and with some effort we can do something about them. Eradicating them leads to better performance, productivity and profitability.
The “three P’s,” as Taylor likes to call them, all stem from improving your knowledge about yourself.
As Taylor points out, we’re not always the best judge of our own capabilities as we often under or overestimate our weaknesses. Feedback is vital be it from a mentor, close colleague, friend or spouse who are in a position to tell us what we need to hear.
Nevertheless, change is uncomfortable.
“You never know how or what is going to change and that’s really unsettling,” Taylor said.
“The problem with addressing the mental side of business performance is that you can’t see it, measure it or touch it. There’s no inventory, no spreadsheet of numbers.”
During his 22-year career Taylor has also worked with many of the world’s elite athletes including Olympians and PGA golfers helping improve their mental performance. Taylor himself is a former international alpine ski racer and he finds his business clients benefit from the application of a simple sporting metaphor.
“If athletes want to improve their physical performance they do physical testing and they find out where their weaknesses are. They might need to work on agility, or their leg power or endurance and they use that information to design a training program,” he told CNN.
“If athletes do a physical test and it shows that their legs could be stronger they don’t ignore it and get all threatened by it — they say: ‘I need to train.'”
Taylor stresses to clients that there are no quick fixes.
“I try to create a framework which says change is difficult, but it is possible. Success is difficult, but failure is even more difficult. Change is also boring, tiring and frustrating. But if they want it bad enough they’ll stick with it.”
If you want to improve your personal performance at work Taylor recommends seven steps to success.

Gaining a better understanding of yourself is the foundation to providing you with the direction to get the most out of your business life.

Find out what drives you. Without the determination and drive to take action in pursuit of your goals all efforts will stop. Motivation ensures that you do everything you can to be totally prepared to achieve your goals.

Believe in yourself. Believe that if you take risks you will be successful. It’s a cliche, but think positive thoughts. But rather than saying unrealistic things like “I’m the best,” say “I’m going to keep at this. I believe that I can be successful and I’m going to be.”

The ability to handle stress and the ability to respond to a crisis is absolutely essential whether you are a sportsman or the head of a company. Stress debilitates performance so maintain a perspective and respond to the physical manifestations of stress by doing something to relax.

There is no such thing as multitasking the way business people think of it. Multitasking suggests doing several things simultaneously, but what people actually are doing is serial tasking — going from one task to another very quickly. Research shows that it is inefficient, so don’t do it.

Being able to manage and master emotion is absolutely essential. Know your baggage. People can react to situations with anger, depression or despair often because of how they were raised Taylor says. If you know how you tend to react in certain situations then you can choose another emotional reaction.

The Ego is essential for success. When I work with companies I want them to be great, meaning very successful in the traditional sense but also good meaning responsible and ethical. A good tip for dealing with ego is to allow the word humility to enter your psyche. There are great business leaders out there who have tremendous humility.


London, England (CNN) — Money, power, a jet-setting lifestyle — why wouldn’t you want to be a CEO? There are plenty of reasons, according to CEOs themselves.
Steve Tappin is a CEO confidant and author of “The Secrets of CEOs.” Researching the book he interviewed 150 global chief executives about business, leadership and the harsh realities of their job. What he discovered might make some wannabe chief executives reconsider their ambitions.
“Probably two thirds of CEOs are struggling,” Tappin told CNN. “I don’t feel there’s really a place where they can learn to be CEOs, so I think most of them are making it up.”
Tappin and a neuroscientist friend have carried out physiological and neurological tests on chief execs. The results paint a picture of chief execs being overworked, overstressed and exhausted.
“The major emotions a CEO has are frustration, disappointment, irritation and overwhelm,” Tappin said.
“There should be a health warning. If you have those emotions for 80 percent of the day, they lead to stress and cortisol in the body, which leads to accelerated ageing, heart attacks and cancer.

“In many cases people were burned out and stressed. The end game is that they’ve got very low energy. People assume CEOs are superhuman but they’re grappling with a really hard job.”
Being a CEO has always been tough, but the global nature of modern business means running a company has become increasingly complex, with decisions needing to be made around the clock.
A global business means global travel — not just exhausting business trips across time zones, but having to relocate for work. The former chief executive of mining giant Rio Tinto says he and his wife have lived in 19 houses since they were married.
Tappin said the downturn has heaped even more pressure on CEOs, who are having to simultaneously cut jobs and keep workers motivated.
Then there’s the loneliness. About half of Tappin’s interviewees admitted they find the job intensely lonely and didn’t know who to turn to for advice.
In The Secrets of CEOs, Mike Roney, chief executive of plastics group Bunzl, says “The chief executive’s job is solitary. You really don’t have a peer group in the same way that you have when you’re one of a number of executives working at a large company.”
Tappin said this can be a real problem for chief execs. “Who do you turn to? You can turn to your chairman, but your chairman can ultimately sack you,” he told CNN.
“You can turn to your execs, but there’s an element that you’re trying to make sure they deliver, and also potentially they could do your role.”

You might think a CEO could talk over their problems with their family, but it turns out that family life, or lack of it, can be another problem.
“About 90 percent struggle with work-life balance, when they talk off the record,” said Tappin. “Jobs are exhausting and emotional.”
An unnamed CEO who has been married twice is quoted in the book as saying, “I can’t remember my boys growing up. I can’t remember them when they were young. People ask whether you have to make a choice between your family and your career. You definitely do. You can’t have both.”
But Tappin said there are CEOs who manage to negotiate the perils of the job. He gave the example of Philip Green, CEO of British firm United Utilities.
“He is a Christian and he has a ‘five f’ formula: faith, family, fitness, fun and firm,” said Tappin. “Notice he didn’t say firm first. Those are core to him being able to succeed.”
Tappin said it is possible to thrive as a CEO — it just requires a new way of working. “The only way forward now is for much more of a team, or what I call a fellowship, of four or five at the top. A really tight team on a mission to create a brilliant company,” said Tappin.
He added that it’s a model that’s increasingly being used by companies in emerging markets, such as India and China.
Tappin said chief execs should surround themselves with a support network. That network could include psychologists and personal trainers who can help a CEO cope with the pressures of the job and stay at the top of their game.
“Most CEOs don’t take care of their own personal performance, being at their best everyday,” he said. “The big development in the next five to 10 years will be learning from all these fields like science, psychology, sports performance and coaching.
“We have that training for athletes, why don’t we have it for CEOs looking after hundreds of thousands of people?”
He said it’s also vital for CEOs to set firm work-life boundaries and to make sure they have interests and values outside of work.
“There’s an element of not everything being about the job, because once you have that and then it goes wrong, that’s when people have breakdowns.”

Hey its good that i am an AIESEcer!!!! why? b’cos i have gained experience in leading people, managing of funds,project management, have international network of friends,being able to know myself as an individual, analytical in my decisions and thinking and a whole lot of experience i cannot finish mentioning it.

So guys what are you waiting for? go join AIESEC in your nearest university and explore and develop that hidden potential i you. I mean in you!!!!!

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After my work at the AIESEC Ghana national office, then i will go for internship in about 4000 organisations that are partnering AIESEC Global internship program, may be with Microsoft, DHL, ABN Ambro, PWC, MMRS Ogilvy, NCR, KLM and a host of others.

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