Psychologist Abraham Maslow famously quipped, "If all you have is a hammer, everything looks like a nail." It's the nature of American leadership: we hold the largest hammer in the world.
Bands and startups have a lot in common. Sleepless nights, fueled on caffeine and adrenaline, they both have a lot at stake and chances are they've sacrificed a lot to get to where they are. Here are 15 simple tips to ensure your startup is a number one hit.
For the most part, SUs are a wild bunch. They don't have passion. They have kooky passion: they will not take "no" for an answer, are fussy about doing things in a particular way and vanquish all doubt.
We've all heard about the "power of positive thinking," but flick on the news, and you'll see the world seems to prefer tuning in to the negative most of the time. Where's the good stuff? The answer: It's everywhere. It's free of charge, too.
Our observations of urban system leadership over the past dozen years suggest several opportunities for improving the impact of school district leaders:
All leaders at some point in their career are faced with a sword they must either pick up and use to continue the great fight, or instead, recognize their reign is over, smile, give thanks for the opportunity of service, and fearlessly succumb for the greater good.
Leaders need to listen carefully to their staff. While staff members may have come to a different conclusion than you would have given the facts involved, their advice should be followed unless you feel strongly they are wrong.
Ten years, 20 years or more into our career, how many of us take the time to consciously step back and ask ourselves about our communication style?
Have you ever wondered what today's business leaders think about? Tough questions must be asked almost every day in order to keep the business running smoothly.
Is seems trite and perhaps overused to use the phrase "walking the talk", but truly, this phrase stands the test of time for an executive in terms of building trust with a team.
There seem to be two primary blocks to engaging in loving leadership within our organizations. The first has to do with our beliefs and the second is based on our limited or limiting definitions.
You have to be consistent in how you present yourself -- to the point where you don't mind being "guilty of repeating yourself." If you abandon the consistency, people will get confused and the perception you are trying to change will get muddied by conflicting evidence that you are just the same as you were.
Witnessing peers and co-workers leverage technology to become successful employees and entrepreneurs, today's employees are widely creative, entrepreneurial thinkers, looking for employment opportunities where they can stretch their innovative wings within their department, work and job.
If you are in a leadership position, especially if you are a CEO or other C-level executive, you should recognize that the position wields a tremendous amount of power and influence.
They aren't the uni-dimensional individuals their online mug shots might suggest, but rather living, breathing, thinking and feeling human beings with aspirations, abilities and of course, regrets. It was a powerful reminder that we need not be defined by our circumstances.
The reasons to expand always sound strategically good. They might well be, but if the core is shaky, then you are building on a bad foundation. And that is a recipe for disaster.