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Leadership

"Management is doing things right. Leadership is doing the right things." – Peter Drucker. We bring together the best leadership thinking from around the world. These leadership articles provide the knowledge and inspiration you need to be a great leader.

Trust: why it’s important and how leaders create it

Creating trust within a business culture is a key foundation of leadership success, observes Nick Bron for Leadership Review.

Employees need to trust their leaders and the decisions they make, and have faith that the organisation is being steered along the right path for all concerned.

15 quick fixes to improve productivity

Wish there were more hours in a day? Jayson De Mers, writing for Inc.com, reveals fifteen easy ways to boost productivity right now.

1) Go airplane mode. If you want to get things done, close your email and turn off your mobile phone, advises De Mers.

Don’t just lead your industry – dominate it

Competitive advantage is shifting, say Thomas N. Hubbard, Paul Leinwand and Cesare Mainardi, writing for Strategy+Business. The new industry leaders are leaner and more focused than their predecessors. They are the “supercompetitors”.

How to build the perfect board

The perfect board is diverse, well-trained and highly skilled, says Dr Roger Barker of the Institute of Directors.

Writing in Management Today, Barker describes how to build a great board in eight easy steps.

How to connect with your employees

For your company to thrive, you need each and every one of your employees to give their all. So how can you excite your workforce, fill them with enthusiasm and win their commitment?

Peter Economy, writing for Inc.com, reveals seven proven strategies for connecting with your employees:

How to make your employees feel valued

You are failing in your role as a leader if just one of your employees feels undervalued, says Glenn Llopis, writing for Forbes.com.

Seven ways to kill a brainstorming session

The wrong words at the wrong time can bring a brainstorming session to a “screeching halt”, says Sam Harrison, writing for Fast Company. If you want to encourage innovative thinking, never use these seven sentences:

Using your emotions in negotiations

Learn to use your emotions and you will be a better negotiator, writes Shirli Kopelman for the HBR Blog Network.

Many people fear acknowledging emotions at work, believing they only cloud judgement and impede reasoning. But, argues the author, your emotions can be an important negotiating tool, giving you energy and expression.

Why you need to get marketing and IT to work together – and how to do it

Marketing and IT will need to work better together if they want to generate big revenue from big data.

Big data necessitates a “marriage of convenience” between CMOs and CIOs – both of whom are responsible for turning this new resource into profit, explain Matt Ariker, Martin Harrysson and Jesko Perrey, writing for McKinsey Insights.

Attracting and retaining Millennial stars

How do you find and keep the next generation of high performers? Lindsay Eney, writing for Smart CEO, talks to some industry insiders and discovers the best ways to attract and retain Millennials.

Can personality disorders really lead to professional success?

Organisational psychologists from Binghamton University School of Management have found that three unpleasant personality traits – narcissism, manipulation and psychopathy – can help leaders achieve better professional success, writes Minda Zetlin for Inc.com.

Tips on recruiting for your startup

Without a proper recruitment strategy, it’s easy for start-ups to lose sight of their initial vision, says Chuck Cohn, writing for Forbes.com.

Getting the best out of your employees by building pride

Breakthroughs in human brain research show why some management practices work better than others, write Jesse Newton and Josh Davis for Strategy+Business. The authors use neuroscience to explain why the “pride building” method works so well.

How to plan for the long term and the short term at the same time

Is it possible to invest in tomorrow without damaging performance today? Ken Favaro, writing for Strategy+Business, looks at short-term/long-term tension and how to get over it.

The five worst questions to ask your employees

Asking the right questions can trigger change, opportunity and growth. But, writes Warren Berger for the HBR Blog Network, there are certain questions that leaders should never ask.

How to thrive in a slow-growth industry

Weak markets are not a valid excuse for a company’s slow growth, write Kasturi Rangan and Evan Hirsh for Strategy+Business. With the right market proposition, you can achieve success, no matter what state your industry is in.

Tips on selecting and trialling new management practices

Adopting a new management practice could give your company competitive edge and boost performance. But, warns Julian Birkinshaw, writing for Harvard Business Review, leaders should beware the “next big thing”.

How can you be a more effective manager in times of disruption?

On Forbes.com, Chunka Mui highlights some lessons on managing in times of disruption.

The author observes: "One important insight is that, as bosses' responsibilities and compensation grow, they become ever more dependent on people and factors beyond their control.

Communication: avoid these three traps

Ron Ashkenas discusses the difficulty of communication on his HBR.org blog, observing that large organisations in particular struggle in this area.

What to do when your colleagues are fighting

How should you respond when two of your colleagues are fighting? Amy Gallo explores the protocol and etiquette of conflict management in her article for the HBR Blog Network.

Workplace conflict can be complicated. Sure, if you manage the two co-workers who are fighting, it is your duty to intervene. But if they are your peers, the situation is far less clear cut.

Are you fulfilling your potential as a boss?

Are you a good boss – or a great one? That's the question posed by Linda Hill and Kent Lineback, writing for Harvard Business Review. They observe that most bosses reach a certain level of proficiency and stop there, leaving their potential unfulfilled.

How to assemble a winning top team

On the McKinsey Insights website, Michiel Kruyt, Judy Malan, and Rachel Tuffield discuss the importance of building an effective top team, pointing out that the consequences of getting it wrong could be the paralysis of the entire organisation. With that in mind, they offer some advice for CEOs on assembling a senior executive team.

Eight tips for your CEO job interview

How should you prepare if you’re going to be interviewed for an executive role? Early careerists get plenty of interview advice, but those at the top are left to their own devices, writes Jane Rankin for Management Today.

The author lists eight ways you can prepare for that all-important leadership role interview.

Why Peter Drucker was wrong about culture and strategy

The late, great management guru Peter Drucker famously commented that “culture eats strategy for breakfast”. As Ken Favaro points out, writing for Strategy+Business, the quote is frequently cited by people who believe that culture is at the heart of every great company.

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