WazzUp@JohnClements (The John Clements eNewsletter)

in this issue

Let's hear it form Harvard

What Would Peter Say?

Managers' Special

Thriving in an Uncertain World

Is it Time for a
Transition?

Open Letters to Everyone Involved in Change (Part 1)

What's in Out There

The BPO Industry: Gearing Up for Growth

Take Three on Talent

Stories from the Cubicle

"Help! I'm a New
Manager!"

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	What Would Peter Say? by Rosabeth Moss Kanter

Heeding the wisdom of Peter Drucker might have helped us avoid - and will help us solve - numerous challenges, from restoring trust in business to tackling climate change. He issued early warnings about excessive executive pay, the auto industry's failure to adapt and innovate, competitive threats from emerging markets, and the perils of neglecting nonprofit organizations and other agents of societal reform. If he were still here, a century after his birth, what would he say about the path forward? The essential Drucker can be summarized in three themes: First, management should be a profession, and executives and managers should remember that their primary job is to look out for the long-term health of their organizations. That means taking responsibility for social well-being, not just wealth. Second, knowledge workers cannot be controlled; they must be motivated. Such employees must see a purpose more meaningful than personal profit. And third, nonprofits are necessary ingredients for producing a good society, one in which businesses can thrive. It is critical to invest in them. Drucker was not a revolutionary. He merely asked that we constantly challenge our assumptions. He preached steadiness and vision, recognizing that leading in turbulent times requires foresight about where things are heading as well as judgment about what not to change.

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	Thriving in an Uncertain World by Tully Moss
	The signs appear that we are starting to rise from a deep recession. After a year in crisis mode, executives are beginning to see a glimmer of hope in the future. Yet something fundamental has actually changed: the business landscape.
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	Is it Time for a Transition? by Gig Gonzalez
	How many transitions have you gone through? Maybe two, three, ten or many more. Among those transitions, which was the most memorable or most challenging? Back then, were you transitioning into a start-up or turnaround situation? Or was it a move into a well-oiled, successful operation where you had to fill-in someone else’s shoes and sustain growth or realign the business given impending challenges?
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	Open Letters to Everyone Involved in Change - Part 1 by Jojo Fresnedi
	Dear Everyone, To say that 2009 was a difficult year is a gross understatement. Some of us lost our jobs, along with a big chunk of our savings and investments. Those of us who kept our jobs found ourselves in roles that have been restructured, now doing more for the same pay or worse, with a pay cut. Some of us moved to other workplaces, but carried over the fear and anxiety that the same thing that happened to our former organizations could also happen to our new ones. There were a few brave ones amongst us: those who started their own businesses, struggled in the process, prayed for the economy to swing up quickly. Jeff Imelt, GE’s CEO, called it right when he said this isn’t the normal business cycle of going down, then going up. What this requires, he said, is a RESET. By that he meant: CHANGE – radical, profound change in just about everything that affects you and me.
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	The BPO Industry: Gearing up for Growth by Beng Alba
	For most people, it might seem just like any other ordinary Saturday afternoon. While weekenders were swarming their way towards the upscale mall in Cubao, I had to make a detour to a quiet coffee place. Waiting inside was the reason this particular Saturday was not ordinary for me.
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	Take Three on Talent
	Wazzup asks three questions on Talent Development answered by three top honchos from some of the leading companies in the country today. You might need a little more than three minutes to take in all their answers but it will be worth your time.
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	"Help! I'm a New Manager!" by Beng Alba
	“Good things come to those who wait. . . and work hard.” After slaving away at the office for many years, working overtime, and basically just going the extra mile each time you are given a task, the top bosses finally notice that you are ready to take on greater responsibilities (Translation: “You have what it takes to lead a team.”) But before you ask for new calling cards—with the job title “Manager”—to be printed, how about pausing for a while and figuring out where to turn to for help?
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