kishor Jagirdar

Guiding change may be the ultimate test of a leader—no business survives over the long term if it can’t reinvent itself. But, human nature being what it is, fundamental change is often resisted mightily by the people it most affects: those in the trenches of the business. Thus, leading change is both absolutely essential and incredibly difficult. Over the past decade, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). These efforts have gone under many banners: total quality management, re-engineering, rightsizing, restructuring, cultural change, and turnaround. But, in almost every case, the basic goal has been the same: to make...

Despite, or perhaps because of, its insight and ubiquity, the Myers-Briggs Type Indicator instrument - the world's most widely used personality assessment - is sometimes misused by individuals and organizations. Proper use of the instrument results in expanding vision and opportunity, while misuse can result in pigeonholing and exclusion. Based on Carl Jung's theory of personality type, the Myers-Briggs assessment sheds light on the environments, situations and tasks that individuals of 16 unique personality types are likely to find stimulating, challenging, fulfilling, etc. Understanding core preferences - both one's own and those of others - provides insight into motivations, natural strengths, potential areas for growth and style differences and lays a foundation for team building, conflict resolution, career development and numerous other talent management functions. Misconception: It's a personality test. The truth: The term "test" connotes right or wro...