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Focus On Talent Management… It’s Your Future!
The future of your company depends on your ability to develop talent! The question is... are companies headed in that direction? I was recently in deep conversation with one of my mentors. He said, "Employees these days have no loyalty to the companies they work for. This new generation of employees doesn’t think about that stuff. For this reason, many companies today are less focused on developing their people. Many of these companies expect employees to invest in developing themselves."
Workplace Leaders Don't Need Leadership Titles
I'm always surprised by managers that don't understand the relationship between leadership and the workforce. Managers and supervisors have titles, but leaders quite often don't.

Other informal leaders Related Articles

How to Identify The Real Leaders Out There Among Us
How can you know a real leader when you see one? What do real leaders do that define them as leaders? Many people may consider themselves leaders, but in reality do not demonstrate principles of leadership and are not leaders at all. In today’s world there are many imposters posing as leaders. In order to assist you in identifying leaders in your company or organization, I have selected seven (7) actions that I believe real leaders take that define them as “real leaders.” Those seven (7) actions are:
Ending poverty means abandoning charity and accepting reality
Benin Mwangi, who blogs about doing business in Africa, asked me recently: "should the discussion be about how to get the informal sector to become part of the formal sector or should it be how to cater to the informal sector?" This in an excursion into the morass of African poverty and development. The short answer is: neither; ending poverty has nothing to do with the informal sector.

4.0 The state of women’s enterprises in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Currently, there is no comprehensive data on the number of women in the MSME sector, the size of their enterprises, or their distribution by sector. Only proxies are available. In NISS (1991) women accounted for about 35 per cent of informal enterprises. By 1995, it was estimated that the proportion of women in the sector could have risen to 70 per cent of the informal sector labour force. In a 2000 Economic and Social Research Foundation (ESRF) study, 55 per cent of the enterprises in the sample were owned by women (as reported in Mlingi, 2000, p. 89). Swisscontact (2003) estimated that women owned 43 per cent of MSEs.
10.2 Pre-start-up training: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Data from a 1997-98 training needs assessment of informal sector operators found that over 75 per cent of informal sector operators had primary education, while only seven per cent had attended vocational training courses. Most had acquired their skills in a variety of trades through apprenticeships or directly from their peers, but were unaware of the theoretical aspects (reported in Mlingi, 2000, p. 81). Only 5.3 per cent of the MSEs in the Swisscontact (2003) study had received any entrepreneurship training, and even fewer in new product technologies or costing and pricing. This suggests that most MSEs are “learning through trial and error” or from the practical know-how of other operators.
2.3 Looking for Financial Sustainability: Microfinance in Africa - Experience and Lessons from Selected African Countries
The technologies described above, based on the formalization of informal techniques and on group-based instruments, have been used to promote financial sustainability of MFIs. They have the advantage of addressing a number of problems faced by financial institutions when operating with the poor or with the informal sector, for example, asymmetry of information, lack of collateral, and difficult enforcement of legal rights.
Micro-enterprise and the 'mobile divide'
New benefits and old inequalities in Nigeria's informal sector
4.1.2 Enterprises with growth potential: The demand for training
Most training strategies in the informal sector have targeted manufacturing microenterprises that are considered to have some growth potential. However, even within this relatively better-off segment of the informal sector, the effective demand for training has frequently been found to be quite limited.
SME's - The need for more thought by African governments on the informal sector
The importance of a proper informal sector policy.
Growing Other Leaders
The best leaders understand and accept their mandate to grow other leaders. The reason there are not more excellent leaders in this world is that there are not enough good mentors. This article discusses growing leaders and the concept of mentorship.

Leadership with a Small "L"
There have been only a few great leaders in our lifetime. Leaders like Reagan, Churchill, Disney, and Welch to mention a few. They could never have risen to the hieghts they did without the many small "L" leaders that backed them up. It is from the pool of small "L" leaders that the great leaders emerge. Learn how to grow leaders from seed.

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