Managing your emotions and remaining calm under pressure has a direct link to your performance, according to Travis Bradberry, writing for Forbes.com.
You are here
Every business leader needs help at some time in their career. A view from an outsider can throw a new light on a tricky problem, and the right consultant can mean the difference between success and failure.
Change management requirements, increased marketplace demands and intensifying competitive factors all mean that leaders need to show more composure than ever before in the workplace, writes Glenn Llopis, writing for Forbes.com.
In business, what you say is important – but how you say it matters just as much. As a leader, the tone, pitch and volume of your delivery when speaking in a professional setting will have a profound effect on how you are perceived by your colleagues.
Writing for Entrepreneur.com, Lindsay Broder notes that cultivating client relationship and overcoming obstacles requires “tons of creativity”. But business leaders often find themselves in a creative slump.
With that in mind, Broder offers some simple strategies for overcoming creativity blocks:
You need more than just a MacBook and a blog to be an entrepreneur, writes Steve Tobak for Entrepreneur.com. He also points out that just calling yourself a CEO doesn’t make you a leader, either.
Unfortunately, it’s a stark fact of the business world that the majority of startups fail. As Tanya Prive points out, writing for Forbes.com, a new business represents a journey into the unknown, and entrepreneurs need to embrace ambiguity, uncertainty and multiple challenges.
When you’ve been in the workforce for a certain amount of time, you realise the importance of skills and abilities that simply can’t be learned in business school, observes Katherine Reynolds Lewis, writing for Fortune. With that in mind, the author highlights five key – but neglected – skills for management success...
Writing for the HBR.org Blog Network, Roger Martin, Dean of the Rotman School of Management at the University of Toronto in Canada, reveals that an executive on the verge of promotion to head a large global company recently approached him for advice on how to be effective as a new CEO. Martin offered the executive five recommendations.
You might want your organisation to be thought of as innovative, but simply asking your employees to think outside of the box won’t produce game-changing ideas, notes Lisa Bodell, writing for InnovationManagement.se.
Good writing skills can enrich anyone’s life, but are particularly important for entrepreneurs, according to Josh Steimle, writing for Forbes.com.
Writing for Entrepreneur.com, Martin Zwilling observes that many entrepreneurs believe their business idea will carry their startup, while most investors think that the idea is worthless without the right execution. This, he insists, means that selling yourself is more important than selling your idea.
Companies such as Facebook, Google, Cisco and IBM not only offer shining examples of innovation – they are also models for strong corporate culture, writes Kispert for Chiefexecutive.net.
Kispert comments: “Leaders at these companies and others like them recognise the role culture plays in their success.
According to Randy Komisar, writing for the HBR.org Blog Network, most of the time the best thing a manager can do is to get out of the way of the people actually doing the work. This is the principle behind what he calls “Minimally Invasive Management”.
There’s no doubt that email has become an invaluable tool for communication and collaboration in the workplace. However, writing for Forbes.com, Jacob Morgan warns that it has its limitations and the widespread reach of email is both its greatest strength and its biggest weakness.
Being a leader often means keeping some of your feelings and thoughts to yourself instead of sharing them with your employees, according to Geoffrey James, writing for Inc.com.
The author explores some of the most common thoughts that bosses frequently have but are best left unspoken:
The first three months for a new boss is a critical period, writes Matt Regan for Management Today. As the author points out, first impressions count, and a clear and realistic 100-day plan can help you prioritise your time in a key period.
One of the fundamental aspects of leadership is directing people’s attention – and to do so effectively, leaders first need to focus their own attention.
The theme of how to manage a business during the recession is explored at Fortune courtesy of senior editor at large Geoff Colvin.
In Harvard Business Review, Robert I. Sutton advises on how to be a good manager when the economy is bad.
On the website of Fortune magazine, Anne Fisher discusses the art of global management with Charlene M. Solomon and Michael S. Schell, co-authors of the book Managing Across Cultures: The Seven Keys to Doing Business with a Global Mindset.
On Inc.com, Darren Dahl discusses how entrepreneurs can assess the market potential of a new product or service.
On the Fast Company website, media training company Mindflash present a guide to the seven habits of a highly ineffective manager.