How often do you hear a leader described in the media as a "good listener?" Not often. That may be because, both in theory and by tradition, descriptions of leadership still tend to focus more on the output than the input.
I believe cross-sector collaboration is often the best way to tackle complex problems, as we can access more wisdom and power if we work across sectors. But these types of efforts can sometimes be frustrating and will fall short if not effectively led.
I was recently asked during an interview what I thought the most important leadership principle and practice might be. My reply was, "being a leader of one." This translates to recognizing that leadership is an "inside job."
No matter your situation in life, you can change your circumstances. You have all the capability within yourself to make good things happen. And while pursuing your goals, you can enjoy every minute of it.
Think back on your career and the managers you have had. I am sure that you have had good managers and others who were maybe not so great. When I ask people to list what made the good managers "good," most of the examples they give me are to do with behavior, or style.
When leaders say one thing but do another, they erode trust, a critical element of productive leadership. When people are cynical and distrustful, they will never give you their best at work and leading them gets more challenging as a result.
Confrontation and conflict between people is as old as, well, people. Any time you have humans operating together there are going to be times when people disagree. So how should conflict be managed in teams?
As a management consultant, I am often called on to help an organization in trouble, but it is easier to know when a person is ill and needs a doctor than when an organization is sick and needs a consultant. What are some of the problems that may require these services?
As a management consultant, I get asked for advice all the time on a wide range of topics: How can I best lead a high stakes meeting? How do I handle a difficult conversation? How do I more effectively manage a strategic transition at our company?
While startup CEOs are launching their company they must go big with their social presence. Because anything less isn't just a missed opportunity to build a brand -- it means they're just as anti-social as the old-school CEOs they might eventually compete against.
The "SupraSelf"is an extraordinary aspect of who we are and what it means to be a leader. This little known, yet very real part of our personality is capable of producing exponential results in all areas of our lives.
If you are like me, you instead go out of your way to find the entrepreneurial spirit in the room who has an amazing back-story, a heart of gold, and the humility to figure out a way to give back at every turn in her life.
Have you ever felt like you're trapped by your business? Either you continue to put in the hours and make all the key decisions, or you step back and the business might falter? This is a false dilemma.
Entrepreneurs not only provide us with critical innovation and keep us at the forefront of global markets, they also create ways to gain financial independence. So why has the percentage of start-ups in the U.S. dropped significantly in the last 35 years?
Ego carries out life's directive to survive by adapting to adverse environmental or organizational conditions. Senior leaders often have large egos; it's what helped them survive the trip to the top of their organization.
My prediction is that Branding Your X Factor will be a staple for business owners along with books such as, Think and Grow Rich by Napoleon Hill and How to Win Friends and Influence People by Dale Carnegie.
At some point, virtually every ambitious executive asks this question. According to a recent global study a remarkable 87% of managers aspire to the corner office. But it's not just whether you think you deserve the top job, it's whether your board of directors thinks you deserve it.