Where ever you work: be it in an office, a factory, in sales, or even a library, we all were the new person at some point in our career. Weathering out a tough situation is never a comfortable proposition, but it is part of the human condition.
It is inevitable that every company, industry and even government will meet a crisis at some stage in their life cycle. For those organizations that succeed, is there a common thread for thriving beyond the crisis?
In many ways, an entrepreneur's career is like a football game. Both combine a swift pace with a highly competitive atmosphere. The "game" is divided into four quarters. In the first quarter you assess the other team's strengths and weaknesses based on your scouting report.
Show me a leader who can't offer a decent apology, and I'll show you a leader who will ultimately have no followers. And to quote my mother's favorite adage, "To be a leader, you must attract followers.
As a kid, you were probably offered all sorts of motivators that didn't work: money, candy and gold stars, for example. How did those incentives feel to you? How did they drive, or not drive, the desired behaviors?
Whether you're leading a Fortune 500 company, a mom-and-pop store, or an entrepreneurial start-up, realizing personal and organizational dreams can raise (instead of sacrifice) your whole person well-being.
I'll begin where the majority of successful entrepreneurs begin--"follow your passion." It may be a shopworn phrase, but this advice is as valid today for how to succeed in business as it was a hundred years ago, and it has certainly proven true for me.
Technology has made it possible for your team to work virtually, to labor from home and perhaps never see another soul for days on end. How do today's managers deal with collaboration and team building in a highly competitive environment?
Great leaders communicate their drive, passion and commitment not simply in their rhetoric, but embody them in the tones of their voices, through their body language, in the very sinews of who they are.
Imagine a big fan of yours, the universe, your spouse, the divine, or some other positive person or force acknowledging your efforts, and start writing so you can hear the difference you are making. You matter.
The solution goes well beyond drinking the occasional kale smoothie. To really improve our situation we need to wake up and make some fundamental changes to our corporate cultures -- not just on paper, but in practice.
The business world is full of rules. Some succeed by following them, others by breaking them. You have to find the right balance. If you break all the rules, you may frighten people. But if make your own rules, they may not even notice.
Why does one business achieve unprecedented success while its equally matched competitor fails? The truth is, success is largely determined not by your products or prices, but rather by the way you run your business.
I've talked a lot about our obsession with teamwork (and its dark shadow, totally unnecessary consensus), but also the WASPy, milquetoast way people speak in corporate America. Sometimes, "collaboration" is just another word for shared incompetence.
Leadership does not mean having followers; it's about having an impact, or influence, on those around you. After I saw Joshua as a man like me -- not a stereotype of a homeless man --I couldn't stop thinking about how I could help him since he already helped me.
Why are there so many bad bosses? They're bad because everyone is afraid to tell them. And generally, as you climb the corporate ladder, fewer and fewer people tell you the truth. This is terribly unfair when you think about it. What's a horrible boss to do? I can give you three proven steps.
Companies might be chock-full of brilliant Harvard MBAs and seasoned executives who can produce impressive forecasts for market share and revenue. But the truth is, we never know in advance precisely what's going to happen.