Perhaps like many others I'm not yet convinced the on role Google Glass will play in the interview and hiring process, however the fact that someone out there is trying, irrespective of its long term success or otherwise, should be applauded - I am certainly watching with interest and will be keen to see the result.
I have won and lost jobs on the back of my (occasional) inability to be an obsequious yes-man. I won a job in a powerful publishing empire because I dared to speak my mind in a room of conformity, at precisely the moment the boss was changing his. The next day, my honesty was rewarded with a full-time contract.
The CEOs we tend to read about the most - those in charge of some of our largest, multi-million pound organisations - are actually challenging this convention. Think about Facebook's Mark Zuckerberg or Yahoo's Marissa Mayer, who are consistently in the press. Both actually challenge our notions of the aforementioned 'traditional' CEO.
Defining leadership is as difficult today as it always has been - leaders come in many different forms, and the qualities associated with great generals, dignitaries, and directors are multitude and more to the point, subjective. For those seeking illumination, there's an abundance of management literature, advice, and case studies out there. However, there are certain traits and qualities that have served me well in my thirty-year career at DHL Express.
My colleagues often ask why I use Twitter so often. There is a belief amongst those who do not really use it that everyone is just broadcasting the details of their breakfast, or which train they are waiting for. This is a misconception.
When talking with CEO's I'm constantly bemused about the lack of urgency in making key business decisions. They appear so laid back in saying 'yes' or 'no' preferring to sit on the fence with 'don't know' whilst the world, and opportunity, passes them by. In a crisis economy, which is here to stay for some time, why is this and what is the cost?