507: Climate change: The root cause of COVID (with Tom Eddington)

507: Climate change: The root cause of COVID (with Tom Eddington)

Welcome to an episode with one of Silicon Valley's most renowned business advisors and coaches, Tom Eddington.

"There's always a challenge, and there's always an opportunity." - Tom Eddington

In this episode with Tom, we discussed how the COVID-19 pandemic resulted in a multitude of issues today – not only for individuals but also for most organizations. One of the biggest problems that every organization has faced because of COVID is retaining employees. Over the last couple of years, we've seen the mass resignation, and it's been a challenge across all industries to attract and retain talent.

Organizations adapted to a virtual workforce, and people have spent the last two years working remotely; the idea of moving back to a physical location has required a lot of reconsideration. Some companies exhibited higher productivity rates with a reduced workforce during that time. They delivered more financial results but took a tremendous toll as leadership teams are extremely stressed and exhausted. The long-term effects of COVID continue, impacting individuals and organizations.

COVID has delivered a message to the world – a warning sign. COVID is a knock-on effect of climate change, as opposed to being an epidemic. Climate change is by far the biggest issue we face. As we destroy the ecosystem, we lose biodiversity. This results in bacterial infections and viral infections, which become pandemics such as COVID. We are seeing the impact of climate change, and we are at the most critical decade in human history where we need to do something fundamentally different.

"Business talks about how we become climate-conscious from today, but I've never heard a business leader talk about what we are going to do about what's already out there." - Michael

Tom Eddington works with some of the most influential CEOs and non-profit leaders, advising them on everything from global mergers and organizational change to conscious leadership and work/life integration. He understands the pressures business leaders face. Having spent the last three decades as a consultant, educator, entrepreneur, and strategic advisor, he has dedicated his life to studying and teaching board, leadership, and organization effectiveness – focusing on how they grow, achieve, and sustain effectiveness while remaining stewards for their stakeholders.

Tom has lived, worked, and studied on six continents, working with leaders across all industry sectors and organization stages of development. His work as a student, mentor, coach, and advisor focuses on conscious leadership. His motto: Take care of matters within yourself to make the most possible impact in the outside world. Tom has sought out opportunities to teach and work in the private, public, academic, and non-profit sectors working with industry leaders and most-admired organizations, including HP, W.L. Gore, MBNA Corporation, Royal Dutch/Shell, and Taproot Foundation. He assists organizations in fostering leadership on all levels.

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39: Converting the internship

39: Converting the internship

This podcast presents some proven strategies candidates can apply this summer. We will discuss actual internship examples from our own experiences in consulting firms, and the characteristics of the successful candidates. In particular, I will discuss of the very earliest interns I had the opportunity to hire as a principal and discuss their widely diverging careers, largely built of their internship performance.

31 Okt 201124min

38: Case Interview feedback is not gospel

38: Case Interview feedback is not gospel

Too many aspiring consultants stick too closely to the feedback provided by consulting firms after an interview. The problem with this strategy is that it assumes the feedback is truthful, useful and even designed to help you. This podcast explains how you need to go about critically evaluating the feedback you use, what to use and what to discard. This is an important podcast lest you end up chasing fictitious development areas.

25 Okt 201115min

37: Lessons from Jan 2012 Internships

37: Lessons from Jan 2012 Internships

In this podcast we extract the most important mistakes, best-practices and lessons learned from our clients who interviewed and are still interviewing through the January 2012 US MBA internships.

19 Okt 201128min

36: Public Sector Consulting

36: Public Sector Consulting

Far too many candidates think public sector work is boring. In fact, just the opposite is true. Public sector work typically falls into 4 categories: national government, regional government, state-owned-enterprises and state initiatives. This podcast focuses on national government and state-owned-enterprises, and we want to show you that these engagements are among the most eminent, significant, challenging and career enhancing. We will discuss specific engagements (scrubbed for detail) and why they are in many ways more exciting than private sector projects.

13 Okt 201123min

35: Deloitte S&O vs. McKinsey EM

35: Deloitte S&O vs. McKinsey EM

We have responded to the bolded out part of the question below: "As a person from a big emerging market interested in the long term career in my region, I am thinking about which strategy makes more sense for a person like me: 1) start at BBM in his own country 2) start at BBM in the US, transferring after some time back to his country (to BBM or directly to industry). I can think of the following pros of the first option: a) better chances for success at BBM due to the absence of cultural barriers, higher growth of BBM in that country b) better exit opportunities c) the earlier opportunity to start building professional network in that country d) better experience at BBM due to higher chance of being staffed on "crown-jewel" clients. Pros of the second option: a) the prestige of the US experience b) better training c) better experience due to exposure to the American companies which on average are higher quality organizations than emerging market companies. I think many people would be interested in your opinion on this topic, Michael. A related dilemma that some of my friends have is making a choice between BBM in their home country and Deloitte/PWC in the US. What is better for them assuming they would like to be in their home country in 5-7 years?"

7 Okt 20119min

34: McKinsey USA or McKinsey EM

34: McKinsey USA or McKinsey EM

We have responded to the bolded out part of the question below: "As a person from a big emerging market interested in the long term career in my region, I am thinking about which strategy makes more sense for a person like me: 1) start at BBM in his own country 2) start at BBM in the US, transferring after some time back to his country (to BBM or directly to industry). I can think of the following pros of the first option: a) better chances for success at BBM due to the absence of cultural barriers, higher growth of BBM in that country b) better exit opportunities c) the earlier opportunity to start building professional network in that country d) better experience at BBM due to higher chance of being staffed on "crown-jewel" clients. Pros of the second option: a) the prestige of the US experience b) better training c) better experience due to exposure to the American companies which on average are higher quality organizations than emerging market companies. I think many people would be interested in your opinion on this topic, Michael. A related dilemma that some of my friends have is making a choice between BBM in their home country and Deloitte/PWC in the US. What is better for them assuming they would like to be in their home country in 5-7 years?" McKinsey USA or McKinsey EM

1 Okt 201116min

33: Husband Wants to Leave

33: Husband Wants to Leave

We get a variety of queries from all levels of consultants: analysts up to principal. This question came from a female engagement manager in the USA. She was distraught after having worked very hard to build her career, and not sure how to handle this ultimatum from her husband. She was afraid that any changes to her work schedule would affect her partner track. We offer some helpful considerations for managing this delicate situation. Should you have a colleague in a similar situations it is essential not to judge either partner and NEVER offer the solution. Always offer options and discuss the considerations. In personal matters, the person in question must always make the decision. If you make it for them, they become reliant on your and that is not appropriate nor healthy for any relationship, personal or professional.

25 Sep 201112min

32: Managed Out in 4 Months

32: Managed Out in 4 Months

Unfortunately, in management consulting this is something everyone should plan for. Performance or economic conditions can lead to the up-or-out policy being applied. We have had several requests to help mainly associate (MBA-level) admits. The key thing is not to panic. Not to lose any leverage. Not to make rash decisions and rush off resumes. Not to do anything until this has settled in and a strategy has been developed. The decision should not affect your self worth in any way. In all fairness, consulting firms do treat candidates well during this painful transition. Full disclosure, I was the architect of many such decisions and can understand the difficulty for candidates. Here I present a blue-print to follow which worked very well when I released candidates. With the economy already softening , recruitment down worldwide for 2012 and fees down in several major offices, this podcast is timely.

19 Sep 201118min

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