A blog this week on the Harvard Business Review referred to how CEOs need to “own a crisis”. Using the recent scandal at GM as a case study, the writer noted how the CEO, Mary Barra, took full responsibility for an issue even though it had evolved before her time.

It could be argued that Satya Nadella’s performance as Microsoft’s new boss is in a similar vein. Many have argued this week that when he launched the Office version for Apple’s IPad, he was effectively admitting that Microsoft’s strategy for the past two years had been…wrong.

Interestingly, as a business mentor or coach, I see this phenomenon of accountability all the time. For example, I visited one company in Jerusalem last week, where a senior manager was refusing to become worked up about the threats of a large national supplier. After all, that supplier had behaved incorrectly and had not honoured their word.

Guess what? One week later and that same supplier has shown that they are not too interested in verbal discussions. They see the picture very differently and have taken the matter to court, which will keep everyone busy for a couple of years. My client has been caught out, lacking a strategy.

Much the same can be said of stock control. I constantly meet owners of retail businesses, who complain of cash flow problems. Almost invariably, an initial review will reveal high stock levels. And again, almost invariably, this is explained through unexpected changes in the market, which caused a downturn in sales.

Amazingly, the CEOs rarely admit that they had made a mistake. However, even new stock does not sell itself. In the past few months, I have seen middle aged men incorrectly purchasing merchandise for a shop that sells clothing to young women. I have seen gift shops piled high with too many irrelevant products such as books. In each case, the owner finds it difficult to say ‘mea culpa’ and make the necessary changes in policy.

The role of a CEO is to lead. When the chips are down, that does not allow you to blame others. The situation should force you to stand up and to be counted by clients, suppliers and colleagues alike.

The internet is full of articles about how to be a great leader. One of my favourites is Walter Isaacson’s critique of Steve Jobs. And many of these essays will point out the important differences between leadership and management. In effect, this is one of the key challenges I face as a business coach. CEOs, whether they be at concept level or at a much later stage of commercial development are asking me: “How can I lead my company out of this mess and into better times?” From my perspective, I am usually find myself looking at a fairly anxious-looking new client, whose face is demanding some words of wisdom and hard impact. And this is when I reveal my surprise. I start with the client themselves, taking them back to basics. First, some elementary body language. In the past month alone, I met three individuals in Israel who had sat opposite me either with their arms folded or in a slouched position or both. As I pointed out to them, that posture is not the one I would expect from somebody who is engaged with what is going on around them. In fact, I do not know of too many senior execs that I respect who hold themselves in such a manner. Message? Change or been seen as somebody less than you are. However, the second point is much more challenging…and this applies to at least two of the three people referred to above. When I went into their office, it was a mess. New papers intermixed with old correspondence. Invoices strewn everywhere. Pens and pencils, usually non-operative, scattered on the main desk. etc. Not an enthralling sight for visitors, be they suppliers or customers, to have to contend with. As I try to encourage my clients to understand: If you want to be seen as a leader, the first thing you must do is to create your own professional environment. Your office should echo what you are demanding, and this will often have a knock on effect on how others judge you. For the record, when my clients find the time (and courage) to have a junk out, they benefit financially. It is amazing how many discover missing contact numbers of potential clients or expenses where the VAT has not been claimed. Leadership skills can be learnt. Some people find this easier than others. However, in order to become a leader, you need to show others around you that you can command respect. That starts with implementing a few old-fashioned basic principles that are often taught back in first grade.

Another week zips past and yet more overseas money is invested in Israeli start ups. China’s e-commerce giant, Alibaba ploughed US280 million into Tango. Cyvera, a data protection company that has only been around for three years, is about to be acquired for US$200 million by Palo Alto Networks. And so the list goes on.

Also this week, I was invited to a networking event for Angel investors in Jerusalem. There were several start ups in the crowd, and some were given 15 minute presentation spots.

The key point is that what I was observing was the next set of Tangos and Cyveras. Here are the three that caught my eye:

CellBuddy recently won the coveted prize at the Barcelona 2014 Mobile fest for the most innovative company in the start up category. Led by Ofir Paz, a successful serial entrepreneur, Cell Buddy will empower mobile users to choose their own operator, whenever and wherever they are. When the company releases its first product during the summer of 2014, market calling prices are set to tumble.

Not by chance, Ofir pointed out that only 12 months previously, Israel’s Waze had been nominated as the best mobile app at Barcelona. By the summer, it had been purchased by Google for over 0ne billion dollars.

Doogma also benefits from the expertise of an experienced high-tech team. As the website says, the company offers an interactive approach for companies to sell their products on line. And a video demo shows just how practical the service is.

The company launched its first version in late 2013 and has already seen a healthy level of initial sales. Its global market is vast, an application that can used in the clothing market, furniture, jewelry and more.

Inpris offers hundreds of millions of visually impaired people the opportunity to use screen-based hardware just like everyone else. The technology does not rely on further ad-ons. Effectively, the company has found a way to adjust the equipment to the needs of the individual, which has secured for them several pilot projects. Steve Jobs would have been delighted with this approach.

In Israel, everyone know the phrase “Danger! Border ahead. Do not continue”. With some irony, Israel has acquired a healthy reputation in the field of hightech, And one reason for that is how entrepreneurs ignore the limits of the existing rules. Here’s to Barcelona 2015?

The current Israeli government has just entered its second year of work. Twelve months ago, there was no budget, a concern for a runaway expenditure and no chosen replacement for the governor of the central bank.

And today? The question remains if the economy is sliding into a recession? With growth rates seemingly at a little more than 3%, that is a full percentage point below the average triumphs of the past decade. What next?

Karnit Flug, the new BOI governor, offered a way forward in a recent interview. Basically, Israel’s economy is very sound. And her words were given further importance this week, when the latest set of trade figures were announced, revealing a sharp narrowing of the country’s trade deficit.

Let’s be clear, Israel’s economy is still restricted by some old-fashioned structural issues. The ports are dominated by unions. The same can be said about the monopolistic Electricity Company. The prices of many basic commodities remain high due to protective practices of interest groups. Small businesses are handicapped by red tape.

For all that, Israel has not had a recession for over a decade. If you ignore the ‘imposed dip’ in the first half of 2009 – a consequence of the global credit crunch – Israel’s financial planners have ensured that the country has achieved annual growth rates of over 4% for years. Few members of the OECD can boast such an achievement.

As for 2014, the government is looking to shift expenditure away from the defense monolith. The new off-shore energy industry is starting to produce significant revenues for the treasury. Inflation is within target levels. There are some initial signs that the housing bubble may be coming to an end.

If all those factors culminate in ‘only’ 3 – 3.5% growth, that is not a recession, but a relative slowdown in expansion. The Israeli economy appears well-placed to meet the next series of challenges that could be thrown at it.

For over two decades, Israel has been parading itself as the start up centre of the Middle East, encouraging overseas players to invest in technology, stocks and infrastructure in the Holy Land. For example, foreign  investments in companies traded on the Tel Aviv Stock Exchange more than  tripled from 2012 to 2013″ to US$1.5 billion.

Yet it was the visit to Israel last week of the UK Prime Minister, David Cameron, which alerted observers to a more balanced flow of financial trade, especially with Europe.

Yes, Cameron won over many friends with his clever speech to Israel’s Parliament, the Kenesset. He also pledged a series of aid measures for the Palestinians. This included yet more UK taxpayers’ money to be channeled through UNRWA, a billion dollar a year project with no external audit.

What was new was the 70 million of investment into the UK pledged by Israeli private enterprise. The investment, which will create hundreds of UK jobs, including:

A £50 million commitment by Israel’s Noy Infrastructure and Energy Investment Fund to the UK’s renewable energy sector.

A £12 million investment by Israeli pharma company Teva in clinical development in the UK.

A £10 million investment by Israel-based AposTherapy in the UK in the next three years, creating hundreds of UK jobs.

As the two countries noted: “These announcements are testament to how the UK and Israel work successfully together. UK exports have grown steadily and we are now the third largest exporter to Israel and there are now over 250 Israeli companies operating in the UK.”

These are not isolated moves by Israeli companies. It was reported last month that “Israel’s institutional investors have sharply increased their holdings in overseas markets, which now represent 22% of assets under management at the end of last year, up from just 15% three years ago….. Among other foreign investments favored by Israeli institutionals were ETNs tracking European stocks and shares in emerging markets.”

So where has this paradigm shift come from? The fact is that while Israel’s economy has its problems, it is considered strong and solid. Through a stable banking system, it rode the global credit meltdown more successfully than most. It is developing an offshore energy industry. Add to that the financial benefits of Israel’s propensity to come up with great start ups, and you end up with a lot of new capital looking for a base overseas.

And that is why Europe is increasingly looking to tap into Israel’s emerging abilities in the money markets. Hundreds of millions stand to benefit from this new source of wealth in the Middle East.

Having taken off a few days from work, I know that I have to face a couple of clients next week, where my message will be to ‘dig deep’.

The words are meant to motivate and to drive encouragement. There again, it is used so often that the phrase loses some of its impact. After all, we have become used to Hollywood films, where a sports coach comes along, demanding more from a team that should know better. And then the revatilised players miraculously win the cup, the league and every girlfriend in sight. Tres cliché.

A more genuine approach, possibly my favourite, is the true story of Roy Hayim, a family friend. Roy suffered from food poisoning, after eating a meal on a flight. He was minutes away from death, as his muscles ceased to function. He was to spend months communicating by moving his eyelids. In the book “The Will To Live”, Roy and Caroline describe how they had to fight physical and emotional pain of the highest order, effectively while separated from each other. On reflection, one wonders how they found the inspiration to come through, hour in and hour out.

Slightly less dramatic, but equally interesting, are the thoughts of comedienne, Rachel Dracht.  She found fame on Saturday Night Live and looked set for a great career, which then somehow slipped between her fingers. And the relationships she found seemed to involve addicts, no-hopers and no-goes for her parents. Life sucked, yet similarly she found a way to use her values, which she did not realize had been installed in her by family and schooling. Finally, in her early 40s, she was to meet a partner, to mother a beautiful child and to revive her career.

While thinking about my clients, my son posted a cute video on his facebook. It is easy to be won over by this little kid and his use of the phrase ‘rock and roll’. However, even this little creature at such a tender age has got the message. If you want something really badly, you are going to have to act in a manner way above the standard and the average. The comfortable boundaries, which you had previously accepted, will have to be stripped away.

And then, at that amazing point in time, you will suddenly realize what it means to ‘dig deep’.

Many a business blog focuses on how to recruit new clients and then to re tainthem. But what happens if that paying client turns out to be the biggest pain in a sensitive part of your anatomy? What do you do next?

We are all aware of such stories, from our own experiences or from friends. You just do not want to make the next appointment with ‘that person’. The reasons can vary – they waffle, they smell, they are rude, they do not listen, they do not respond, they talk about irrelevant issues, they complain, they…… and the list is seemingly endless.

You just want to finish the contract, immediately. But what can you do? If you are self-employed, you may harm your reputation. If you are part of a company, you may lose face with your boss.

Now, these thoughts have been whirling in my head for a while, since I took on one of my new clients in Jerusalem last month. Obviously, I do not want to go into detail here, suffice to say that I am not happy.

And just as I was formulating a ‘plan of attack’, I saw something today in my Synagogue that affirmed my line of thought. As the prayers proceeded, four guest congregants appeared; young males, all bitterly physically or mentally restricted. Unaware of the rules of decorum, they would call out or cry out in the middle, unexpectedly. They disturbed the unofficial status quo of normality.

The regulars did not flinch, at least not openly. I suppose we were all patting ourselves on the back, thinking how noble we had been to ‘put up with this’. And this made me think about the parents of these people. How do they cope, day-in and day-out? They cannot afford to give up. They do not have an option.

Now, the parents’ responsibility is far higher morally than my relationship with any client. Yet, I am sure these parents are far better off as individuals for having found a way to rise to these amazing challenges.

And that is my point. At least for now, I intend to carry with ‘that person’. It is my responsibility as a mentor to dig deep and to find a way to help him onwards towards success. Thus, hopefully, I too will benefit, which will impact on other clients downstream.

It is barely a week, since Zuckerberg casually announced that he had purchased WhatsApp and its 50 employees for US$19 billion. It makes for a great rags-to-riches story.

What has caught my eye over the past few days are some of the side issues, which reveal why 19 billion is the proverbial tip of the iceberg.

First, it emerges that Google was also after WhatsApp. There are reports that it had offered a ‘mere’ US$10 billion. Some have indicated that Mr G had even tried to outbid FaceBook.

Second, it is now apparent that WhatsApp is going to move into the free voice call market. It intends to challenge the rising dominance of the Israeli company Viber. That is likely to ensure an enormous surge in revenue.

Third, and following on the Israeli theme, I was intrigued to see how the deal could impact on the local market. This week, as over 100 Israeli companies head off to the world’s largest telecom event in Barcelona, the question being asked is can a start up from the Holy Land become the next WhatsApp?

The Mail Ru Group may appear to be Russian-based, but it is supported by an enormous amount of Israeli know-how. Back in 2010, it became the owner of former ICQ, one of the pioneers of chat technology. And it has just announced yet another investment in Israel, this time throwing US$2 million at Magisto, an automated mobile video editing app.

Magisto was only set up in 2009. Its technology “automatically generates videos based on raw footage user shot with the cell phone camera.  According to the company report, they now registering two million new users per month and has 20 million registered users.” That number is growing exponentially. I suspect that Magisto will be worth more than a few billion very rapidly.

The impact of global branding has forced a lot of seemingly meaningless phrases into the everyday language of business. A classic example is how the word “challenges” has replaced the word “problems”. CEOs put out annual newsletters to employers, whose descriptive outline over pages can be summed up as “we had a lousy year, no pay rises next month and I am trying to hide it”.

One such glib output is “win-win”. Ever looked it up? You can get lost going into websites about a film, a political forum, a Hebrew ads column and more.

What prompted me to think about this was a blog posting by Naomi Elbinger, as she referred to another successful event at the Jerusalem Business Networking Forum (JBNF). Naomi played a 90 minute game of FreshBiz, invented by some Israelis that is promoted as “Changing the way you play business and life”.

Naomi wanted to win, ended up in a stalemate, having realized too late that the only way for her make-believe business to grow was by helping others along the way. Yes, win–win.

Take two other scenarios that I have encountered with differing Jerusalem businesses. One is having their professional website evaluated by an expert. Bottom line, the content is fine, but the message is all about what the site owner can provide. It does not talk about the needs of their own potential customers.

In other words, the feeling is too one-sided. And that may explain why not enough customers are drawn to signing up via the site for new orders.

In a separate discussion, I learned of two teams from the same company department that were given separate tasks in a training programme. Each was briefed independently, without knowing what was the mission of the other group. Actually, they were both given banal challenges – to insist on receiving a cake with their coffee at 11.00am on Fridays, and to have an extra 5 minute lunch break.

However, because an element of secrecy (and thus distrust) had been introduced, both teams upped their demands in order to ‘compromise’ at the level of original target; extra cakes or 10 minutes. The result was chaos, shouting, even lying; all this amongst colleagues. And what should have been the solution?

Just talk to each other and see how you can help, mutually. Lay out your issues openly. 99% of people genuinely wish to support others, without an expectation of remuneration. In turn, just look how you may benefit,….or should I say win?

When I looked up the word “sanctions”, I had to agree that it is time to sanction the Israeli economy. Two of the definitions imply bringing penalties in order to force a country to comply with a specific issue.

The Palestinian-based BDS movement campaigns for “calls for action against projects and initiatives which amount to recognition of or cooperation with Israel’s regime of apartheid…” This includes banks divesting from Israel, rock stars like Elvis Costello cancelling performances, and US basketball legend Kareem Abdul-Jabbar cancelling a scheduled public visit to Israel.

An outspoken supporter of BDS is the international charity Oxfam, which refuses to help Israeli children. Hollywood star Scarlett Johannson has campaigned actively on behalf of Oxfam. When she recently promoted at the Superbowl the Israeli firm, SodaStream, which is partially located in the West Bank, Oxfam was furious.

However, as social commentator Melanie Philips pointed out:

Ms Johansson stunned everyone by sacking Oxfam, on the grounds that she was a supporter of “economic co-operation and social interaction between a democratic Israel and Palestine”. Which, by implication, Oxfam was not.

As Phillips indicated, Johannson had in effect initiated her own sanctions. However, and more importantly, she had invoked the other definition of sanctions: authoritative permission or approval”.

What Johansson was saying is that Israel’s economy deserves a huge ‘thumbs up’ from the rest of the world. Here are some examples why:

1) Even the Director of Policy for Oxfam had to admit on the BBC that Palestinians at the SodaStream factory are treated fairly.

2) Israel has taken major steps in recent years to ensure that minorities are a full part of the country’s successful high-tech bandwagon.

3) Israel does not keep its capabilities to itself, but shares them with the stricken and crippled. Classic case studies include the ongoing support in the Philippines and the treatment of Syrian refuges.

4) Without Israeli technology, millions around the world would be worse off – physically, financially, and socially.

BDS’s use of the word ‘sanction’ is at best hypocritical, as rappers have pointed out. When it involves academics insisting that Israeli research should be ignored, it invokes images of Kristallnacht in 1938.

Significantly, BDS is a secret movement. There are few records of senior staff, financial structure, donors, records of board members, etc. While demanding transparency and accountability from Israel, it refuses to play by the same rules.

The only person that we really know is running it is Omar Barghouti, who flouted his own standards and studied at Tel Aviv University. He does not accept Israel’s right to exist.

Last week, a court in Gaza sentenced a man to death; execution. Although condemned by the EU, the BDS team was silent on this gross abuse of human rights. Therefore, as is their cause, they sanctioned it.

I have had the good fortune to sit down with several new clients just recently. Some of them were skeptical as to why they should meet with a business coach, and that attitude still reflected on their faces in the opening sessions.

Their commercial environments varied considerably, including retail outlets, service providers, manufacturers and more. Only two obvious factors connects them all – they are located in / near Jerusalem and they are ‘stuck’. So, are they making the right decision in meeting with me, a mentor?

Let me introduce you to three case studies that may also reflect on your own businesses.

Client No’ 1 is very presentable and very able. They are able to answer a question before you have asked it. Theoretically, with their knowledge, they should be able to proceed by themselves. They listed their problems, as they saw them. What did I suggest?

Bad news. It is not the job of a coach to suggest anything. More often than not, a coach will not be an expert in the particular field of the client. It is up to the coach to encourage the client to use their talents in order to obtain the solution. In this case, we are talking about a client, who needs to be pushed out of their comfort zone.

Client No’ 2 is again no fool. Similarly, they expect me to roll up with a list of solutions. The difference is that they are not prepared to give the time to itemize the issues which need to be resolved. Their character has not allowed for this solid approach in the past, which has led to the current paralysis. Here, as I mentor, I will be looking to introduce a new style of management and strategy-setting.

Client No’ 3 has a young business that they are looking to take in to new and stronger direction. What structure should they set up? Again, they were calling on my advice.

And this is the point. I see that my task as a business coach or mentor is to encourage people to change and thus to allow their organization to prosper. I show people how this can be done, even if I am not familiar with a specific industry or technology. Usually, the process kicks off by verifying that they have a solid vision.

The question a potential client has to ask themselves is do they need to change their ways and are they prepared to do so?

Palestinians have long blamed Israel and the ‘occupation’ for its economic woes.  For example, using selective quotes from the World Bank, they cite that if Israel ended its restrictions on Palestinian businesses and farms operating in “Area C” – 61 percent of the occupied West Bank – “this would add as much as 35 percent to the Palestinian GDP.”

And yet, as I have pointed out several times, until the Intifada, the World Bank had also observed how the Palestinians had one of the fastest growing economies on the global map. So where do we go from here?

Palestinian news agencies will seemingly report with near glee how their economy is in trouble. Strikes, not enough money to pay for the ever- growing number of civil servants, extreme weather, etc are just some of the disaster stories. There are a few bright spots, such as possible gas exploration and fleeting high-tech successes.

What some supporters of Israel may find surprising is that it has been the EU that recently pointed a way forward for the Palestinian economy. Now remember, depending on how you calculate it, the EU, directly, through member countries and through UNRWA etc contributes over one billion dollars annually to the Palestinians. As reported by Al Jazeera, “European officials recently warned the Palestinians that European countries were suffering from “donor fatigue” after spending billions of dollars in aid with limited results in achieving a lasting peace with the Israelis.”

Over what is written in the article,there is a greater concern, that of corruption. Evidently, the EU is concerned that billions has been ‘lost’ in the system. This was confirmed by a senior research assistant at Chatham House, a leading research institute in London. Entitled “Middle East peace – it’s not the economy stupid”, the paper considers that:

Corruption and inequality in the Palestinian territories are a significant factor behind public scepticism and cynicism about economic plans. Palestinians are well aware of corruption in business, and their negative views are exacerbated by socioeconomic divisions.

These “self-inflicted wounds” to borrow another commentator’s phrase simply damage the hopes and aspirations of Palestinians, who deserve better. The culture of corruption that was allowed and encouraged and utilized by Chairman Arafat continues way beyond his death.

Al-Shabaka is an independent non-profit organization whose mission is to educate and foster public debate on Palestinian human rights and self-determination within the framework of international law.” It argued in a research paper  how “while most Palestinians living under Israeli occupation are struggling to survive, a powerful group of Palestinian capitalists is thriving and growing in political, economic, and social influence.”

The report provides examples of the retail, banking and building sectors, where Palestinian capitalists have made huge profits. the centralization of economic power has come at the expense of millions, who are left to complain about the exploitation by Israelis. This is ironic in a week, when a leading official of Oxfam, one of England’s leading charities, called for Palestinians to stop working in Israeli factories, even though they earn much better wages there.

There is another route. The Israeli government has made great efforts in recent years to ensure that venture capital is increasingly available for the minority sector. Is it enough? Probably not? Does this provide an excellent start, leading to jobs and the creation of wealth for more? Seemingly so.

Effectively, what the EU and Al Shakaba are asking is: If only the Palestinian leadership had been able to demonstrate better financial leadership over decades, how much better off would millions of people have become today? And how would that have impacted on the peace process?

There is much talk these days of the potential of a widening boycott against Israeli businesses, because……well, it sounds politically correct.

Israeli advocates point to the hypocrisy of the situation. The boycott campaign proponents (BDS) do not advocate an equivalent boycott of China or elsewhere. Two Israelis, resident in New York, have just concluded a US$100 million property contract on behalf of the government of Qatar, no problems there apparently. A Palestinian survey reveals that 70% of respondents declared a preference for Israeli products. And for all the controversy of Scarlett Johansson’s advert for SodaStream during the Superbowl and the subsequent venom of Oxfam, Palestinians clearly enjoy working for Israeli employers in the West Bank.

OK, but what about encouraging the Arab sector in Israel?

Well, in the past two years, the Prime Minister’s Office has initiated a couple of seminars promoting the issue. Further, a technology incubator has been created in Nazareth, a city combining Jews, Moslems and Christians. Similarly, so few people know about the Al Bawader investment fund, set up in 2010 through an initiative of the Israeli government and the Israeli venture capital group, Pitango. It has a fund of over US$50 million to invest specifically in Arab ventures within Israel.

Al Bawader has a current crop of seven start-ups on its books. A typical example is Ms. Mass Watad, born in 1980 and who studied at the Hebrew University in Jerusalem. She currently owns a chain of diet clinics and in addition has developed a massage therapy. She  intends to set up a series of franchises in the Arab world.

Datumate Ltd, very clearly in the high-tech sector, was founded by Dr. Jad Jarroush. Employing ten people and benefitting from the marketing reach of Pitango, it offers software applications for customers in the area of land surveying, civil engineering and architectural planning.

As I write this, there is a very active television campaign in Israel, rejecting racism in all its forms. So few of Israel’s detractors will tell you about this prime-time effort. So few will report on the successes of Al Bawader. There again, so few of them reside in countries with similar adverts.

 

Two of my Jerusalem-based clients have recently been faced with the task of hiring employees for key positions. They were lumbered with a very difficult question; how do you know when a good candidate is the right candidate?

Imagine the thought process of the CEO. They have invested years in a previous employee. They can see a period of work flow being held up until somebody new comes on board. They have to invest their own time in training. What will happen to customers? etc etc. All this amounts to money flowing the wrong way for a period of time. So a bad decision regarding a human resource is the last thing required at this stage.

My main advice was to create a scenario where the candidate could tested be tested professionally and also in terms their character. In bland terms for example, a software engineer may be presented with a set up, where an irate customer has discovered a bug in the system and needs to be placated. Go solve.

However, some approaches can be more subtle. In one case, I created a response to a candidate, in which they realized that they were ‘almost’ being offered a job and not precisely on the terms requested. The primary and secondary reactions revealed to the CEO how he should choose.

I recall all this in light of an article posted on the BBC website:

Gone are the days where recruiters and hiring managers interview a promising job applicant, check their references and make a quick decision…..To cut through the canned responses, employers have increasingly embraced new and unusual hurdles. While larger firms may be more concerned with adhering to hiring protocols in a way smaller firms might not be, extra wacky steps are popping up at big companies, too.

The item highlights six seemingly bizarre methods developed by senior managers to test new potential recruits; how to handle zombies, meeting the wife (the real CEO) and speed quizzes to name but three.

My favourite story was Certpoint Systems, who take candidates through six hours of a hellish plane journey. This includes a labourious check-in to evaluate how people will react under stress and in unfavourable conditions. Let’s face it, we all know what they mean.

What’s the best test? A least judging from these unusual yet bold online stories, candidates tend to end up staying for a long periods of time, fitting in comfortably with the work ethic of their new employer.

When people refer to wars in the Middle East, we have now entered an era which demands that they specify between military or cyber attacks. Thus Israel’ s first international cyber conference held this week in Tel Aviv was a timely affair. The local industry alone now adds up to over 200 companies, and counting.

Israel’s role in the geopolitical game – hostile neighbours, the Iranian threat,  consistent hacking attacks – means that it was always going to an initial leader in this market.  Here are three examples of that head start.

1) According to Eviatar Matania, head of Israel’s national cyber bureau, Israel accounts for between 5 and 10% of the global sales market., which in itself is estimated to be pushing US$100 billion annually. For example, Check Point Software has just released its latest positive figures with sales topping US$1.3 billion in 2013.

2) There is now a near flood of international counter cyber giants already operating in Israel or about to set up centres in the Holy Land. Kaspersky is no stranger to the country. Deloittes Touche “is looking to partner, acquire or license technologies developed by Israeli startups..”  IBM’s SVP, Steven Mills, has declared that his company intends to establish a new center in collaboration with Ben Gurion University in Beersheba. And that is in addition to a similar announcement from Lockheed Martin and EMC.

3) A most telling sign of changing times has come from IMI, which for decades has been one of Israel’s prime bastions of manufacturing of weapons’ systems. This government-owned giant, which suffers from severe budget problems, is directing new investments towards creating a whole new division to combat cyber attacks.

It is difficult to claim that ‘you are ready’, when the threats, civilian and military, mutate almost daily. That said, Israel appears to have a lot to offer a waiting world.

It is 40 years since Intel first opened up in Israel. Its fabs have turned out microprocessors like the Centrino that can be found in homes and offices around the globe, including the Middle East. Factor in the investments made by Cisco (through NDS), Goggle (via Waze) or even the multiple purchases of IBM and you realize how billions of people are benefitting from Holy Land tech – wittingly or not, willingly or not.

News of the past week reveals just how the world continues to lap up these technological talents.

1) The Hebrew press is reporting that the CEO of Technicolor, Frederic Rose, sees Israel as its next new fishing ground for resources. The plans include a meet-up with 100 local media companies.

2) Several stages further ahead is defence conglomerate Lockheed Martin. Together with data storage equipment maker EMC, “they plan to jointly invest in advanced technology projects at a tech park in Beersheba….. to explore research and development projects in cloud computing, data analytics and cyber technologies.” This is expected to deliver hundreds of new jobs to the desert economy of the south.

3) Facebook has made it clear for sometime that it intends to be active in Israel. By April 2014, it will have established an r&d operations near the Diamond Exchange near Tel Aviv. Part of its sales operation will be transferred from Ireland to Israel.

4) Mexico’s Carlos Slim, considered the world’s wealthiest tycoon, has not allowed himself to miss out. He has two sealed two purchases over the past twelve months. worth tens of millions. His son is expected in Israel over the next few days to review the next potential crop.

5) The bottom line is that 2013 was the best year for a decade for investment in Israeli high-tech, as US$2.3 billion flowed in. Of that, 76% can be attributed to overseas capital, easily passing the previous high of 73%.

For a country of only 8 million people, Israel certainly provides a big bang for its buck. It is difficult to imagine a world without all these technologies.

A recent blog on the Harvard Business Review highlights Three Ways Leaders Can Listen With More Empathy. Fascinating, pertinent, yet the author makes a basic assumption that managers, leaders and those with influence understand the importance of empathy.

Amazingly enough, this is still not a given today. It is still less than eight years ago that Sir Ken Robinson delivered a humourous yet blistering exposure at TED as to why good education systems generate creativity. And that fundamental is heavily based on empathy.

The point is that while any pupil likes to receive a good mark, that on its own does not turn them into a great student, looking to challenge the borders of their education. Similarly, we all want to receive a pay rise, but that will not ensure that we go the extra mile on behalf of an employer.

Research reveals that motivation is centred around a ‘feeling of belonging’. This was exposed as long ago as 1954 by Maslow and his standard ammunition for most psychologists.

I was recently talking to a friend, whose company is expecting to announce a severe retrenchment programme, sometime in the first half of this year. His staff are keeping themselves going by ensuring that they continue to give 100% during the period of uncertainty. Their pride and concern for fellow colleagues are keeping them going.

A client of mine in the Jerusalem was concerned that some members of his team would walk, as he could not offer them pay rises they deserved. I pointed out to him that their loyalty was not dependent solely on extra cash – yes, important in itself – in the bank account.

And there are many more examples of how motivation reverts back to basic human instincts. What continues to surprise me is the number of CEOs I meet or read about that are unaware of this prime need, as they run a business full of ….human resources. When will we learn?

“Leadership material” is one of those phrases that is banded around and yet is often left undefined. For example, it is often quoted in the workplace, when people are actually talking about managers rather than dynamic characters. (No – management and leadership are not necessarily the same thing).

The question of who or what makes a good leader has come my way three times over the past few days. And it is fascinating to realise that each approach weighs in from a very different perspective.

1) The English cricket team has just been thrashed 5-0 by their Australian counterparts. Now once you tear away the sensational press comments, the administrators in London are being left to respond – how to rebuild? A thoughtful article was posted by former international player Ed Smith. Drawing on lessons from the past, he made two succinct points:

  • The officials of the pitch have to give direction from the top, by showing vision. What are the core elements that are missing and how will they make a difference?
  • The captain has to lead courageously on the field: “Understate, overachieve.”

As a fan of the sport, I have to admit (with hindsight) that my team has lacked these two elements for some time.

2) And while English cricket lovers have suffered, the State of Israel has mourned the passing of Arik Sharon; farmer, soldier, general, Prime Minister – and always controversial. He was adored and detested by Israelis. Arabs feared, hated and respected him, while never necessarily liking him.

My point is that this man was desperately concerned for his country’s future and was prepared to act accordingly, in a determined manner and always close to his principles. At heart, he belonged to the Labour Movement. When his ideas on defense matters offended those socialists in power, he established his own political party and merged it with the right. He set up hundreds of towns in West Bank and in the Gaza Strip. And yet,…

For Sharon, the towns near Gaza had a defensive purpose only. When the time came, he gave them up. He did not hesitate to negotiate with the Palestinians, provided he believed he had a partner in peace. And as Prime Minister he did not shirk from creating a political party of the centre. Each time, whether he was in a military uniform or wearing a suit, if it involved a change of mind or not, he led and others followed. He constantly presented a credible dynamic that forced people to evaluate themselves and their situation.

3) In some ways, the above scenarios were sumamrised in an academic manner by Dr Robert Brooks, who I have quoted before. He believes that true leaders create “motivating environments”. They set “people free to use their best sense of how to get the job done.”  Brooks goes on to explain that great leaders (and teachers) “engage” their employees (or students).

In order to breakdown this proposition further, Brooks cites a poll from Gallup that identifies three core trends of effective leaders;

  • the ability to select the right staff
  • the  ability to harness and develop strengths of people around them
  • understanding and enhancing the wellbeing of members of the team

Is that how your boss treats you? And how would that strategy apply to the English cricket set up?

Just over 8 million people inhabit Israel, which is roughly the size of tiny Wales. Embroiled in the conflicts of the Middle East, it is threatened by malicious trade boycotts. The population has major ethnic divides – Jewish or not, ultra orthodox or otherwise, etc. And for all that, Israel has an extremely sophisticated retail, which is developing further.

It is not just that the Israel has attained a reputation for creating new apps for shops. It is not even the ever-increasing numbers of international retailers, such as GAP and American Eagle, who are looking to exploit the purchasing power of Israelis.

Over the past week, the Hebrew financial newspaper “The Calcalist”, (Economist in English) has detailed a series of reports on the Israeli retail sector. It is far more sophisticated than many might have imagined.

First up is the corner coffee shop. Walk down a street in Israel and you will several people ‘slurping and noshing’ on the move. There are twelve leading chains in this sector with an estimated 610 outlets between them. The largest is “Café Café” with 134 branches, and they are gradually buying up smaller groups with 4-5 shops.

Closely related are the manufacturers of soft drinks, whose ‘healthy” carbohydrated-sugar-filled liquids are to be found in even the smallest shop. The dominant player is the local manufacturer of Coca Cola, whose sales grew in 2013 by nearly 3% and topped 700 million nis (around US$400 million). Roughly speaking, the next six labels in the table when added together reached the level of Cola.

When it comes to chemists, Superpharm makes sure that it is number one in Israel. It currently has 195 branches, with another 30 due to open in the next 24 months; a phenomenal growth spurt. (And this is on top of a further 50 shops in Poland). Sales in 2013 will come in around 225 billion shekels, of which 20% has been generated from products from their own brand, “Life”.

And finally, possibly with no surprise in a country with two socio-economic groups famous for large families, (Arabs and ultra orthodox Jews), kids clothing is an important sector in the Israeli high street. A mere seven major players operate over 520 outlets, accounting for 51% of the markets. The smallest of these is KedKids with 5%. However, they have just announced plans to up their floor space by 50% by 2017.

Whether buying at boutique shops in the centre of town or large shopping malls, the Israeli consumer of all backgrounds has proved that it is a very sophisticated creature. The owners of the retail chains, local and from overseas, have shown that this is not a phenomenon to be taken lightly.

Global recession? Conflict? Tourism to Israel has hit another record high in 2013. And considering that the Pope is due on his way in May this year, the numbers look set to increase again.

Most of these travelers end up in the Holy City of Jerusalem, where you can literally walk on history. But where to eat? Here are my 5 favourite suggestions of the moment.

Looking for a hot yet satisfying coffee? In days gone by, I would have directed my guests to Atara’s, which also offered the best onion soup before the owner retired. Today, in the centre of town, I can recommend Bleekers’ Bakery with its quiet décor. However, if you are in the neighbourhoods, check out  ‘Katamon Hayeshena’. This is your typical quaint, friendly, homely coffee shop. Never gets too noisy, yet is warm and welcoming. You see a smiling chef. His food is light and healthy.

Now, if you are on the hunt for a good sandwich, I strongly urge you to find one of the branches of ‘Lehem Tomer’ (Tomer’s Bread). They proffer a simple yet excellent range. What makes their products stand out is that the sandwiches are full, yet the contents do not fall out. The bread is firm and healthy, several cuts – pardon the pun – above any competitor, and well worth the extra couple of shekels.

Back in the centre of Jerusalem, if you are looking for an unusual light meal, try Alice’s. Tucked away on Shammai Street, it has a lovely ambiance. Last time I was in there, there was a young couple, coupling up, a group of pensioners, some ultra-orthodox Jews, and my wife and I. All of us fitted in readily. As for a tasty tip, try the hot mushrooms meals.

Many of my overseas guests are determined to down a plate of humous, while visiting Jerusalem. Dear reader, do not miss out on a trip to ‘Steakiot Hatzot’ (Steak at Midnight), located near the thriving Machane Yehuda street market . Originally opened in 1970 and refurnished a couple of years back, this is the best place in town to take a large hunk of fresh pitta and whish it around in humous with olive oil. You will not leave hungry.

Finally, but not last, if you want a quality meat meal, oozing with the spices of the Middle East, make your way to Eucalyptus. Situated in an artists’ quarter and a stone’s throw away from the Old City, this is top of the range cuisine, from a chef who knows his business. As he explains to his diners, he often literally goes out to pick the herbs himself from nearby areas.

Tourism to Jerusalem is on the up and up. Everyone leaves with a very satisfied feeling in their heart, and stomach.

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