![]() ![]() He has since used his funds to organize multiple philanthropic endeavors, including the establishment of the Chan Zuckerberg Initiative. In 2007, at age 23, he became the world's youngest self-made billionaire. Zuckerberg took the company public in May 2012 with majority shares. Originally launched in only select college campuses, the site expanded rapidly and eventually beyond colleges, reaching one billion users in 2012. Zuckerberg attended Harvard University, where he launched Facebook in February 2004 with his roommates Eduardo Saverin, Andrew McCollum, Dustin Moskovitz, and Chris Hughes. He co-founded the social media website Facebook and its parent company Meta Platforms (formerly Facebook, Inc.), of which he is executive chairman, chief executive officer, and controlling shareholder. The complete spotlight package is available in a single reprint.Mark Elliot Zuckerberg ( / ˈ z ʌ k ər b ɜːr ɡ/ born ( )May 14, 1984) is an American billionaire business magnate, computer programmer, internet entrepreneur, and philanthropist. Over the past 100 years, three tests-the Myers-Briggs Type Indicator, the Five-Factor Model, and StrengthsFinder-have had an outsize impact on the theory and practice of personality screening. Fisher explains the science behind her work, talks about how to identify and adjust productively to others’ personality styles, and considers whether personality screening can and should inform management decisions. In searching for an answer to what makes an individual fall in love with one person and not another, she found that four biological systems-dopamine/norepinephrine, serotonin, testosterone, and estrogen/oxytocin-are each linked to a particular suite of personality traits. Helen Fisher, the biological anthropologist whose research informed Deloitte’s work on team chemistry, derives her personality assessment from brain science. Senior leaders at Marriott, American Express, Southwest, National Grid, and Kellogg share their experiences in applying Deloitte’s framework in their teams and organizations. To get the most from the styles on their teams, leaders should (1) pull opposite types closer together to generate productive friction, (2) give more visibility and voice to people with nondominant perspectives, and (3) take extra care to get input from sensitive introverts, who risk being drowned out but have valuable contributions to make. Once managers have identified the work styles of their team members and considered how the differences among them are beneficial or problematic, they must take steps to ensure that they’re not left with all frustration and no upside. The four styles give leaders and their teams a common language for discussing similarities and differences in how people experience things and prefer to work. Every person is a composite of these four styles, though most people’s behavior and thinking are closely aligned with one or two. And Integrators value connection and draw teams together. Drivers value challenge and generate momentum. Guardians value stability, and they bring order and rigor. ![]() Pioneers value possibilities, and they spark energy and imagination on their teams. ![]() Johnson Vickberg and Kim Christfort provide a framework for identifying and managing four primary working styles. To help organizations claim this lost value, Deloitte’s Suzanne M. When teams fall short of their potential, it’s often because leaders don’t know how to spot and manage the differences in how people approach their work-and as a result, some of the best ideas go unheard or unrealized. ![]()
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