There’s only so much you can do to prepare for change, observes Geil Browning, writing for Inc.com. She insists the real leadership test is helping your team deal with the change when it comes.
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Writing for the Let’s Grow Leaders blog, Karin Hurt observes that it’s hard to establish credibility as a leader and easy to lose it when you have.
Hurt explains: “The sad truth is I’ve seen really good leaders lose the confidence and credibility of their teams by making well-intentioned and innocent mistakes.”
Writing for Harvard Business Review, executive coach Manfred F. R. Kets de Vries claims a surprising percentage of leaders have some sort of personality disorder.
There are many difficult decisions CEOs need to make involving mergers, acquisitions, layoffs, salary freezes and more, observes ChiefExecutive.net.
But even when they are for the good of the company in the long term, these decisions can generate widespread fallout and damage the reputation of the CEO.
Many managers think they and their teams work best when under pressure. It’s a common belief that we come out fighting when our backs are against the wall, the situation inspiring us to channel our creativity and problem-solving capabilities and produce our best work.
According to Geoffrey James, writing for Inc.com, the best and most respected managers tend to share certain core beliefs.
Two thirds of the world's employees feel disengaged in the workplace, write Peter Flade, James Harter and Jim Asplund for the HBR.org Blog Network. But there is a recipe for happy, spirited employees and it has seven essential ingredients.
On Business Insider, Dylan Love shares some innovation insight in the form of the most inspirational quotes from the late Apple co-founder and CEO Steve Jobs.
Here is a selection:
Leaders can miss growth opportunities because they are so far removed from the many day-to-day processes carried out in their organisations they lead, observe Jeremy Eden and Terri Long, writing for ChiefExecutive.net.
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.
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.