This is the final post in a series about Bob Pozen’s approach to personal productivity and high performance.
Our first and second posts in this series have focused primarily on Bob Pozen’s tips for improving your productivity as an individual. Below, we suggest approaches to improving productivity within an organization through the proactive management of relationships at work.
Managing Your Team
“To be an effective boss,” says Pozen, “you need to set up a system that enables both you and your employees to get meaningful work done. At the core of this system is the successful implementation of ownership.”
Pozen encourages the principal of “Owning Your Own Space,” whereby all employees of a large company view themselves as owners of a small business. This approach builds entrepreneurial spirit among your team and sets everyone up to succeed—including you.
Here are five steps to effectively implementing ownership.
Markus Greif, Manager in Transaction Advisory Services at international consultancy firm EY, spoke recently with MIT Sloan Executive Education about his experience at the School; why he chose MIT Sloan for his post-graduate studies, as well as the benefits he received from the programs.
What executive education courses have you taken at MIT Sloan?
During 2009-2010, I attended Understanding and Solving Complex Business Problems; Leadership Accountability and the Law (now, Essential Law for Executives: The MIT Advantage);Understanding Global Markets: Macroeconomics for Executives; and Reinventing Your Business Strategy. In addition, I received an Executive Certificate in Strategy and Innovation in 2010.
How have you applied what you learned during the courses back at your workplace?
I am in a team leader position at EY’s Transaction Advisory Services practice in Germany. Our department supports corporate and financial investors on mid-sized as well as larger merger and acquisition projects throughout Europe. This involves management strategy and post-merger support that focuses on activity plans to change operations within a firm.
I feel the MIT executive programs teach the latest academic insights at the intersection of strategy and innovation. The lectures I attended were insightful, practical, and career enhancing; from day one I was able to use the knowledge in my advisory department to the advantage of our clients. The MIT Sloan professors used a uniquely pragmatic approach to teach models on innovation and convey complex subjects in an effective and intuitive manner. This helped me tremendously to understand the challenges of our clients and work on resolutions more systematically.
This is the second in a series of three posts about Bob Pozen’s approach to personal productivity and high performance.
We’ve all been there—staring down the week’s to-do list with the best of intentions, only to find, at the end of the week, that we didn’t accomplish everything that was required us. Our tasks get carried over into the following week, and before we know it, we’re caught in the paradox of being simultaneously too busy and minimally productive.
If this sounds familiar, rest assured: there are indeed solutions to your productivity problems. Robert Pozen provides concrete strategies in his new MIT Sloan Executive Education program, Maximizing Your Personal Productivity, and we share some of them below.
This is the first in a series of three posts about Bob Pozen’s approach to personal productivity and high performance.
What stands between you and the more productive version of you—the person who meets his or her personal and professional goals on a daily, monthly, and yearly basis? Robert Pozen provides concrete answers to this question in his new course, Maximizing Your Personal Productivity, offered on March 20-21 by MIT Sloan Executive Education.
Pozen is one of the most productive professionals in America. He’s been a top executive at two mutual fund giants, Fidelity and MFS Investment Management. He’s also been a government official, a corporate director, a business school professor, and a prolific author—and has been several of those things at once. After publishing several times in the Harvard Business Review, its editors wondered how he was able to submit all his articles on time and within the word limit—while juggling two jobs. Its published interview with him on the secrets of his personal productivity went viral, as well as his subsequent You Tube video on the topic. These led naturally to his best selling book, Extreme Productivity: Boost Your Results, Reduce Your Hours and sold out speaking engagements around the country.
“It became clear that although I spent most of my adult life working in financial institutions, and had written text books on the financial industry, all of a sudden everyone was interested in personal productivity,” says Pozen. “People were stopping me on the street to ask for advice; calling me to say how my book had changed their entire approach to reading and writing.”
By Chuck Brooks
Public/private partnerships are critical to the success of government operations that provide essential services and benefits. Such partnerships can help agencies reduce costs, simplify operations, and are easily scalable at times of increased and decreased need. Whether motivated by a natural disaster, terrorism, or an interruption caused by legislative shortfall, successful public/private partnerships can provide business continuity and resilience.
Given that most of the infrastructure in the U.S. is private, government has a need to coordinate with the private sector for maintaining critical transportation modes, IT, and communications support, allowing these agencies to keep preparedness at high levels. The private sector can also bolster humanitarian efforts with supplies of needed food, water, and provisions.