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8
Dated: 01-13-2014
I work with CEOs of high-growth companies on executing their strategic plans and turning their visions into reality. I usually work with them once they have a clear plan and vision for the company; but in some cases we collaborate to formulate the strategy. Although every CEO I work with is highly competent, experienced and resultsoriented, they often craft plans that fail to move the needle for their companies.
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8
Dated: 01-13-2014
Good leaders keep a cool head even when the situation provokes an emotional reaction. Great leaders also help everybody else stay calm and contribute to the team with rational and objective input rather than emotionally laden statements. They achieve this through self-awareness and active listening skills, developed though practice.
$authorProfileLink
8
Dated: 01-13-2014
We are in leadership trouble—or bankruptcy. Gallup reports that 7 out of 10 people “hate” their job, 70% of workers are disengaged as a direct result of poor management and leadership, and only 12% of organizations report having the leaders they need to succeed. We are in a global crisis as senior leaders are edging toward retirement, and new leaders are assuming the ranks with poor leadership philosophy.
$authorProfileLink
8
Dated: 01-13-2014
Much business literature regards change. There are terms such as: change agents, change initiatives, transformational change. Yet many organizations still struggle after all this changing. This begs the question, what is really happening? What eludes us? What obstacles (ogres) are blocking improvement?
$authorProfileLink
8
Dated: 01-13-2014
Leaders today face rapidly escalating complexity, ambiguity, uncertainty, volatility, and at times, market disruption. Along with this comes the challenge of developing leaders to reshape the organization in response to market conditions and the evolving needs of customers. Today, the pace of leaders’ development (LD) must match or exceed the pace of change in the conditions under which they operate.
$authorProfileLink
8
Dated: 01-13-2014
As the year starts up, many leaders are wondering how to be more effective and setting New Year’s resolutions. I offer these 10 Resolutions for Servant Leaders...
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8
Dated: 01-13-2014
Despite the fact that employees who trust the decisions of their boss are more loyal and engaged, leaders often fail to cultivate employee trust. We find a deep trust gap: while 90 percent of leaders and employees say that it’s important for employees to trust their leaders, 65 percent of employees rate their level of trust in their leaders as moderate; 37 percent of employees say that they trust leaders less today; and 47 percent of leaders say that their employees trust them less. Only 8 percent of employees say they trust their leaders to a great extent. Leaders should place a premium on trust since we see a strong correlation between trust in leaders and employee engagement. Employees with a low level of trust are not nearly as engaged as those with high trust in their leaders.
$authorProfileLink
8
Dated: 01-13-2014
Leaders build trust by aligning behavior and with articulated mission, vision, values and goals; delivering consistent, credible messages with clarity so that every one is on the same page; and achieving buy-in of the business strategy.
$authorProfileLink
8
Dated: 01-13-2014
We live in a world where never before has leadership been so necessary but where so often leaders seem to come up short. Our sense is that this is not really a problem of individuals but one of organizational structures—those traditional pyramidal structures that demand too much of too few and not enough of everyone else.
$authorProfileLink
8
Dated: 01-13-2014
W. Edwards Deming, the quality guru-of-gurus, called the standard evaluation process the worst of management de-motivators. I agree.
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