{"id":101297,"date":"2022-08-28t12:00:40","date_gmt":"2022-08-28t16:00:40","guid":{"rendered":"\/\/www.g005e.com\/?p=101297"},"modified":"2024-08-07t23:10:39","modified_gmt":"2024-08-08t03:10:39","slug":"how-to-encourage-firm-ownership","status":"publish","type":"post","link":"\/\/www.g005e.com\/2022\/08\/28\/how-to-encourage-firm-ownership\/","title":{"rendered":"how to encourage firm ownership"},"content":{"rendered":"

what better way to shape the culture?<\/strong>
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by sandra wiley<\/em><\/p>\n

there\u2019s a general assumption these days that younger professionals don\u2019t have as much inclination toward, or ability for, firm ownership compared to previous generations. data is scarce to support that idea; however, it may be a misperception stemming from factors other than simply desire and potential. when asked, firm leaders young and old express enthusiasm about the opportunities for emerging leaders.<\/p>\n

more: <\/b>change when? continuously<\/a> | win with an intentional culture<\/a> | each generation must change<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

in our discussion of bridging the gap between management and emerging leaders, we would be remiss in not addressing the topic of moving from emerging leader to owner. the perception among many in our profession is that there are fewer individuals at the senior and manager levels who aspire to be an owner, and even when they show a desire, they simply do not seem technically capable.
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