Managing your emotions and remaining calm under pressure has a direct link to your performance, according to Travis Bradberry, writing for Forbes.com.
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Trust in business leaders is at an historic low, observes Damien O’Brien, writing for Management Today. He cites the Edelman Trust Barometer, which revealed that in 2013 a mere 18% of respondents said they trusted business leaders to be truthful.
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.
Company leaders who stay too long at the helm ultimately damage their organisation’s performance, according to Chad Brooks, writing for Business News Daily.
Brooks cites a study by researchers at Temple University and the University of Missouri which revealed that longer CEO tenures often produce negative results.
Despite the time and money organisations devote to improving the capabilities of managers and nurturing new leaders, a survey by a UK business school reveals that only 7% of senior managers believe their companies develop global leaders effectively.
Business leaders strive for positive cultural change and innovation, resulting in happy, fulfilled employees creating value throughout the organisation. Writing for Strategy+Business, Lisa Bodell observes that “the journey is just as critical as the destination” when a culture is being reshaped.
You might assume that, early on, startups don’t have a defined culture – but that’s not the case, according to Sharam Fouladgar-Mercer, writing for Fast Company.
The author insists that the founders probably set the organisation culture from the very beginning, whether defined in a formal company document or not.
According to Scott Behson, writing for the HBR.org Blog Network, many managers believe in giving more employees the flexibility to balance their needs and responsibilities at home while minimising disruption of the workplace.
The majority of businesses fail to grow, observes Verne Harnish, writing for Fortune. But although most are only small ventures, unlikely to become the next Google or Amazon, there is still plenty of potential going to waste.
According to Harnish, to become a thriving, mid-market company, it is necessary to overcome the following three barriers to growth:
Strategy is important, as every executive knows. But some are frightened by it because it requires them to make decisions that cut off other possibilities and options – so they fear that making the wrong decision could potentially wreck a career.
Does the hierarchy of your organisation stifle innovation? That’s the question posed by David Burkus, writing for management website ChiefExecutive.net.
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.
Are you your employees’ worst enemy? That’s the question posed by Kannan Ramaswamy and William Youngdahl, writing for Strategy+Business. The authors insist that many leaders are inadvertently an obstacle to superior performance.
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.
The majority of organisations are operating according to practices designed in the industrial era to maximise standardisation and top-down authority – and all of that has to change, according to Gary Hamel, Polly LaBarre and Michele Zanini, writing for Fortune, via Management Innovation eXchange.
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”.
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.
You might not be able to dictate corporate culture, says Ron Ashkenas on his HBR.org blog, but he insists you can influence it.
Ashkenas shares an old joke about a CEO who attends a presentation on corporate culture and then asks his head of HR to "get me one of those things".
The world mourned the passing of an iconic innovator when Apple’s Steve Jobs died in October 2011. There has been no shortage of articles on how business leaders can emulate the great man. But is that really possible, and will mimicking Jobs’ management style change your company for the better?
With the business environment now relying heavily on digital technology for communication, the importance of face-to-face management is emphasised by Jerry S. Wilson at Businessweek.com.