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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.

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.

Want to change your organisation? You need to change yourself first

Efforts to achieve organisational change often falter because executives overlook the need to change themselves, according to Nate Boaz and Erica Ariel Fox, writing for McKinsey Quarterly.

A new strategy will not live up to its potential if it fails to address the underlying capabilities and mindsets of the people who need to execute it, insist the authors.

Getting the most out of your mentoring relationship

The right mentor can make a huge difference to your career, writes Katherine Reynolds Lewis for Fortune.

Lois Zachary, author of The Mentor's Guide: Facilitating Effective Learning Relationships, tells Reynolds Lewis that 96% of executives consider mentoring as an important development tool.

How great leaders communicate in times of change

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.

Five ways leaders let their credibility slip

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.”

The personality disorders of toxic leaders

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.

How CEOs can protect their reputations

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.

Think your team works best under pressure? Think again

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.

Eight things all great bosses believe

According to Geoffrey James, writing for Inc.com, the best and most respected managers tend to share certain core beliefs.

Seven ways to create a happy workforce

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.

The wisdom of Steve Jobs

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:

Growth opportunities: don’t overlook the low-hanging fruit

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.

How to adjust your leadership mindset

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.

Mentoring: how to get the balance right

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.

The three key questions to ask recruitment firms

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:

Why you can’t afford to ignore your ‘invisible’ employees

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.

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