On July 3, 2018, bookseller Barnes & Noble released a statement saying that their CEO, Demos Parneros, was terminated, effective immediately, for “violating the company’s policies.” In this abrupt firing, Barnes & Noble did not specify the policies that were violated, but did mention that it was not related to any disagreement with the company regarding its financial performance. Suspicion quickly grew that Parneros was just the latest executive caught up in a #MeToo moment.
As CAVA grows, so do its staffing needs. However, as a restaurant company, CAVA does not see much in the way of potential new hires seeking long-term career opportunities. This needs to change if Dave McKlveen, VP of People + Culture, is to combat turnover and create stability within the organization. How should CAVA approach hiring to reduce turnover?
As CAVA grows, Brett Schulman (CEO) and Dan Jones (COO) want to be sure they maintain stability despite rapid change by engaging and including employees in driving CAVA’s strategic direction. How can leadership at CAVA ensure alignment within and across teams?
Digital Download/ e-book
In contrast to the practice of mindful management, the traditional goal of many business learners – and teachers – is to learn (and teach) work-based tactics, tools, and techniques. While tactics and technology are a necessary part of management education, we believe they provide an insufficient basis for successful business functioning and personal/professional development in the third millennium. Toward that end, we believe that memorization can never enrich learning in the same way that struggling with ethical precepts or attempting to understand the application of a concept or model to a situation can. Thus, we believe in finding ways to foster active, involved learners who are engaged in a process of discovery. This process of discovery reveals insights into self, implications of actions and decisions, and discovery about what works and what doesn’t in contexts that make sense for the problem at hand.
This e-book is meant for anyone interested teaching managing mindfully, actively, and in an engaged way. We believe that these ideas are appropriate for use at the undergraduate, MBA, and executive levels and in a wide range of courses that deal with leadership and managing. Organizational Behavior, General Management, Organizational Change, Business in Society, Strategic Management, and Leadership are some course titles that come to mind, but feel free to use these exercises wherever you deem appropriate—and adapt them for your own use. Whether used in universities or organizations, the exercises can serve as a major focus of course development or, more likely, be used as a supplement to traditional texts and approaches.
Positioning the firm’s mission and vision to appeal to the culture and values of the millennial generation
Eduardo Sanabia, ThinkFoodGroup’s Chief People Officer, notes that millennials differ from older generations in the way they care about a business’s purpose and mission, and what impact they have on the world. The TFG mission is to change the world through the power of food. That means something different to each individual in the company. How can Eduardo utilize the TFG mission and strong culture to attract customers and, perhaps most importantly, retain employees to evangelize that mission and develop into the future leaders of the organization? How can TFG get millennials engaged to actively help contribute to the mission?