Leadership is often thought of in terms of external characteristics, practices, behaviour and actions. However, this is only half the picture. Joanna Barsh and Johanne Lavoie, writing for McKinsey Insights, insist that leaders won’t reach their potential by only looking at what’s visible – they need to look at their own mindsets.
You are here
On Fast Company, Art Markman and Lolly Daskal discuss mentoring employees and striking the balance between developing their skills and allowing them to work autonomously.
Writing for Forbes.com, Larry Myler observes that if a recruitment company can’t find, hire, develop and retain an extraordinary workforce for itself, it’s unlikely it will be able to help your company.
Myler suggests three key questions you should ask recruitment firms before choosing one to help build your workforce:
Writing for Harvard Business Review, David Zweig discusses a class of employees he calls “the invisibles”. These are extremely committed professionals capable of successful, high-profile careers but prefer to work away from the spotlight.
Writing for Fortune, Annie Fisher points out that diversity in your team won’t spark innovation automatically – you have to draw out cultural differences to make them to work.
Discussing money with employees can be uncomfortable, as Amy Gallo points out, writing for HBR.org. Even if you’re sharing the good news of a bonus or pay rise, it’s difficult to talk about specific numbers when valuing someone’s work, especially if you’re not the one making the decision.
Writing for Strategy+Business, Eric J. McNulty discusses the importance of structuring your new company the right way. Drawing inspiration from Derek Lidow’s book Startup Leadership, McNulty offers the following tips:
Leaders must learn and practise new management techniques in order to overcome the habits that are holding them back, writes Jean-Francois Manzoni, INSEAD Professor of Management Practice, for Insead Knowledge.
As Amina Elahi points out, writing for the Chicago Tribune’s Blue Sky section, innovation doesn’t just happen – it’s created.
You can’t achieve innovation through mission statements or press releases. Many leaders talk about the importance of innovation but are merely paying lip service to the concept.
Developing a strategy and mindset that encourages creative thinking takes concerted effort, observes Lisa Bodell, writing for Strategy+Business.
Quality in business has never mattered more, say Ashwin Srinivasan and Bryan Kurey, writing for Harvard Business Review.
To be an extraordinary leader, you need to take care of the little things as well as big things necessary for your people to flourish, writes Geoffrey James of Inc.com.
Having interviewed dozens of very successful CEOs, James suggests eight ways you can emulate them:
How long should a CEO stay in the job? This is a question pondered by Manfred F. R. Kets de Vries, writing for the HBR.org Blog Network.
Kets de Vries divides the nature and challenges of the chief executive role into three distinct phases:
Even good leaders can overlook early signs of trouble, according to Doug Yakola, writing for McKinsey Insights.
Yakola has been running recovery programmes for 20 years as chief restructuring officer or CFO in over a dozen turnaround situations. He has witnessed many managers heading into crisis territory without realising it.
Why is change so hard to achieve when there is such a wealth of information at our fingertips?
Writing for Fast Company, Stephanie Vozza observes that the problem isn’t gathering knowledge needed to make the change; it’s putting the information into action.
Writing for Inc.com, Jeff Haden observes that it isn’t always the truly terrible employees who cause the real problems – it’s the workers who appear to be doing a satisfactory job while slowly destroying the performance, morale and attitude of others.
Haden highlights the traits of “exceptionally destructive” employees:
Managing your emotions and remaining calm under pressure has a direct link to your performance, according to Travis Bradberry, writing for Forbes.com.
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.