8
Dated: 09-07-2013
To be effective in their roles, leaders need to master one core competency—connecting with people—by knowing their capabilities and addressing their concerns.
$authorProfileLink
8
Dated: 09-07-2013
Most leaders are strong in technical skills—trained and tested on processes, procedures, and competencies—but weak in the softer side people skills
$authorProfileLink
8
Dated: 09-07-2013
You already know how to build a budget, negotiate a deal, read a financial statement, and build a capital expenditure case. But does that make you a good leader?
$authorProfileLink
8
Dated: 09-07-2013
Crisis. War. Shortage. Void. These are the words dominating conversations regarding today's talent. As we look toward the future, we have less idea about what to expect. The last five years have proven that our strategy development processes, innovation initiatives, and traditional leadership programs are short‐term in their impact. The only way to prepare for the unknown of tomorrow is to fill our conference rooms and cubicles with the best and brightest talent of today.
$authorProfileLink
8
Dated: 09-07-2013
While coaching executives, I look for what I call well-cultivated self-awareness. Successful leadership is often a by-product of a heightened sense of self. Leaders need to have a deep understanding of who they truly are—and how their traits and abilities either serve or inhibit them in achieving desired results.
$authorProfileLink
8
Dated: 09-07-2013
Why worry about reining in executive power? Plato proposed that an all-powerful leader would be more effective than a weak one—if that leader was the wisest, most selfless, and incorruptible individual in a city or state. Given human nature, that is one big if. As Abraham Lincoln said, "If you want to test a man's character, give him power."
$authorProfileLink
8
Dated: 09-07-2013
Many people assume that it's possible for a person to be an effective leader without being likable. That is technically true, but you may not like the odds. In a study of 51,836 leaders, we found just 27 (one out of 2,000) who were rated at the bottom quartile in terms of likability but in the top quartile in terms of leadership effectiveness.
$authorProfileLink
8
Dated: 09-07-2013
Three out of four organizations are infected with one or more of the costly behaviors of gossiping, shifting blame and turfism. Infected organizations experience much worse results across the board—with decreased productivity, quality, safety, customer satisfaction, employee morale and higher turnover.
$authorProfileLink
8
Dated: 09-07-2013
We've seen dramatic changes in the role of Chief Human Resources Officers (CHROs) as strategic stewards of human capital. Unfortunately, more employers are failing to keep pace with the new competitive standards in attracting, incenting, leveraging and retaining human capital. All leaders and managers must understand the changing role of the CHRO and shift its focus from administration to strategy. It's time to set and meet higher standards in people practices and to be held accountable by shareholders. It begins with raising the enlightenment of leaders, redefining the mandate of CHROs, and implementing public disclosure requirements on human capital practices.
$authorProfileLink
8
Dated: 09-07-2013
Our world is crying out for effective leaders. The downfall of many high profile executives reveals the glaring need for competent, caring and committed leaders. The most pressing public problems require a new generation of leaders who move outside of themselves to engage, empower and inspire the world. We need leaders who find their authentic voice, connect hearts and minds, and impact the world in a positive way.
$authorProfileLink
