Critical Thinking in a World of Data and Uncertainty AIIR

By AIIR Consulting • November 25, 2010

In a recent survey of over 400 senior HR managers, critical thinking was selected as the most vital area for managers to develop over the next five years. This finding resonates throughout the corporate jungle, where workers are increasingly confronted by the challenges of globalization, flatter organizational landscapes, rapid change and prodigious uncertainty. These challenges increase the complexity of solving business problems by proliferating the amount of information that must be considered for making decisions. Some of this data will converge, some will be contradictory, some of it may not even exist, and yet, a decision must be made, and usually quite quickly. Corporations have begun to...

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Emotional Intelligence in a Nutshell: Part II

By AIIR Consulting • September 2, 2010

(Information is referenced from part I, such as the Bar-On EI competencies, highlighted in bold) Suzy is  a senior-level manager and Joe, a project manager, is one of her direct reports. For the past two months, Joe has experienced significant bumps in his personal life, including recent health issues and an increasingly messy divorce from his wife. For the last month it has been clear that Joe’s personal issues have crossed over into his work life, affecting his work performance.  For his manager, Suzy, a rudimentary level of Emotioanal Intelligence (EI) (Interpersonal – empathy) is required to correctly detect and connect the dots...

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Emotional Intelligence in a Nutshell: Part I

By AIIR Consulting • August 26, 2010

The term “Emotional Intelligence” (EI) has pervaded management rhetoric since 1995, when it became popularized by Daniel Goleman’s bestseller “Emotional Intelligence”. For the MBA student or high potential executive,  EI typically comes under the spotlight through a leadership development course or an HR workshop.In addition, about every three months late-breaking research will surface with the same message: EI is directly correlated with workplace performance. Despite such popularity, EI may be one of the most difficult terms to define. As a result, people either admit their uncertainty, try to define it in contrast with cognitive intelligence, or relegate it to the...

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MBA Leadership Development Series

By AIIR Consulting • August 8, 2010

The ongoing debate over the state of our current MBA paradigm has been well established and the verdict seems apparent: the MBA must go beyond conceptualizing itself as a center for acquiring professional knowledge and technical skill-sets in order to infuse tomorrow’s manager with social responsibility, self-awareness, and a mastery of soft skills. As Richard Barker, in his recent HBR article explains, MBA programs must begin viewing themselves as “learning environments, where individuals develop attributes, rather than as teaching environments, where students are presented with a body of functional and technical content.” For the past three months, AIIR Consulting has been trying to gauge the current landscape within...

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AIIR Consulting Launches ROADMAP Executive Assessment Program

By AIIR Consulting • June 21, 2010

Exciting news! AIIR™ has just launched its latest product: ROADMAP, an executive assessment and leadership development program designed specifically for high potentials and MBA/EMBA students. ROADMAP is designed for organizations interested in identifying high-potential employees, as well as independent professionals looking for meaningful and actionable insight into their leadership strengths and developmental needs. Additionally, Roadmap is ideal for MBA and Executive MBA candidates interested in augmenting their graduate education with personalized leadership development. ROADMAP begins with a career biographical interview conducted by an AIIR™ consultant in order to identify key leadership facets. Individuals are then administered five psychometric instruments that measure...

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Work-Life Balance: Good for Both Employer and Employee

By AIIR Consulting • May 11, 2010

For many executives, the concept of work/life balance is considered a theoretical goal for their employees through HR policies, rather than a personal goal. Indeed, many executives may have difficulty seeing a true separation between their home and work lives. Yet for many employees, work and life are separate entities that are equally important. Organizational theorists find that workers have only a certain amount of energy to devote to different “roles” they are in, such as the work and family roles.  When energy put into one role (work) conflicts with another role (family), the person’s energy is drained; thus workers end...

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