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8
Dated: 04-21-2015
As leaders climb the corporate ladder the risk of falling into ego traps increases, which can hurt business and threaten hard-won successes. How can leaders avoid self sabotaging, ego-driven behaviors and boost their emotional intelligence (EQ)—and ultimately, the bottom line? Ego, while often helpful in reaching the top, can become a hindrance if not managed, ultimately sabotaging success. Corporate scandals and PR issues are symptoms of ego run amuck, whether due to the kind of poor judgment that says skinny dipping at a company event is okay or allows the release of a harmful product to consumers when no one challenges corporate practice.
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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.
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8
Dated: 09-07-2013
Leaders are not all of a piece; nor have they been put together piece instantly and certainly not permanently. Leaders are fluxy creatures—always unfinished, routinely unsatisfied. Why? Because leadership is more becoming than being; more a place ahead than one here and now; more the best is yet to be than what already is.
$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
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: 09-11-2013
I note that Honey-Nut Cheerios (General Mills) is American's #1 breakfast cereal, and General Mills' Kevin Wilde is our #1 leadership development expert.
$authorProfileLink
8
Dated: 09-07-2013
Culture is often misunderstood or overlooked in building and growing businesses. It is viewed it as the soft stuff—the pampering of people, while business owners and leaders prefer to focus on accomplishing real work—the hard matters of business and measures such as revenue, gross profit, and market share. Yet, culture is a critical driver for organizational effectiveness.
$authorProfileLink
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?
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