Ten Years Forging Business, Management and Leadership

Capello, María Angela; Buijs, Hernán

doi:10.2118/201410-ms

Cited by 3 publications

(1 citation statement)

References 13 publications

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“…Council Membership: To share best business practices, adopt new practices, and possibly seek the next practice, the business owner is advised to be a member of a professional society or a club of a relevant business nature (Capello & Buijs, 2020). In the free zones, there is the World Free Zones Organization (World FZO), a global not-forprofit organization, is the most well-known organization that welcomes free zones as members.…”

Section: 10mentioning

confidence: 99%

Main Ingredients of a Successful Free-Zone

Kazim¹

2022

Proceedings of the 6th International Conference on Research in Business, Management and Economics

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Free zones are described as economic zones in which goods and services are subject to internal or external trade. As a general rule, the main characteristics of free zones are to have 100% of foreign ownership, the ease of repatriation of capital and profits, tax-free operations, among other advantages. Now, as a standard practice, there are extremely important elements required for successful free zones such as location and accessibility, government support, the town's livelihoods, and a clear regulatory framework. On the other hand, there are certain characteristics that are seen as good to have as strong human capital, a work environment and strong marketing and regional visibility. In this paper, ten key ingredients or components of a successful Foreign Trade Zone are highlighted. These elements need to be acquired in order to have a successful free zone, so that it can contribute to the country's economy. It should be noted that these key ingredients would certainly foster the success of a free zone if they were adopted, implemented in the field and closely monitored.

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Section: 10mentioning

confidence: 99%

Main Ingredients of a Successful Free-Zone

Kazim¹

2022

Proceedings of the 6th International Conference on Research in Business, Management and Economics

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Capitalizing on Mentoring, Sponsoring and Networking for your Career Success

Capello

Howes

Sprunt³

2021

SPE Annual Technical Conference and Exhibition

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Mentors, sponsors, and networks increase your chances of having a successful career. Mentors provide valuable guidance and advice on career alternatives, while sponsors support candidates selected for highly desirable roles by serving as a reference that they can perform well in positions of increasing responsibility and importance. Networking increases the number of people who are familiar with your abilities and is a powerful way to sustain and enhance your reputation and circle of influence. Networking is about making the right connections and building beneficial relationships. In this article, we showcase how the combination of mentoring, sponsoring, and networking produces advisors who can enable us to have a rewarding and successful professional career. We share our three-component system for optimizing your chances of career success. – Mentoring and the "Critical Listening" model: Intelligent questioning, ranking of options or preferences, and attentive listening are used during mentoring sessions. The balance between these modes as you progress through your career from fresh graduate to mid-career to experienced professional. This model includes practical examples to guide you in your approach mentoring loops whether for either the first or for the nth time with the aim of maximizing the value you can gain from mentoring. – Sponsoring and the "BET" model: BET is our acronym for Building a Network, Equal Priorities, and Tactics (BET). We explain how individuals can acquire and tactically leverage sponsors throughout their careers. The approaches of sponsors and protégées evolves with career stage, that changes priorities and focus. – Networking Development and Optimization: Networking for mentoring and sponsoring is essential to career success. A diverse network enhances innovation and problem solving. We benefit from both deep and shallow connections. Networking built on a foundation of reciprocity includes an exchange of mutually beneficial information that establishes long-lasting professional relationships. Methods to diagnose and address network gaps help professionals to achieve career objectives. Strong networking skills build collaborative relationships that add value for both one's career and employer. Understanding how to maximize the value of mentoring, sponsoring, and networking is essential to career success. We encourage self-analyses throughout your career and provide guidelines on how to leverage mentors and sponsors and utilize best practices to expand your professional network. In an era where COVID has drastically changed how most of us work, understanding how to thrive with these three key instruments for career success is challenging, given the additional hurdle of having to do it in a virtual ecosystem with fewer or no opportunities to meet face to face. This article raises awareness and provides practical guidance for individuals on building beneficial relationships from mentoring, sponsoring, and networking. Keeping networks alive and strong in a reduced mobility world requires new strategies.

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A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

Howes

Taylor

2021

SPE Annual Technical Conference and Exhibition

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As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

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Ten Years Forging Business, Management and Leadership

Cited by 3 publications

References 13 publications

Main Ingredients of a Successful Free-Zone

Main Ingredients of a Successful Free-Zone

Capitalizing on Mentoring, Sponsoring and Networking for your Career Success

A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

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