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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.

Seven ways to land the big deal

Megadeals are the holy grail for many organisations. It’s not unusual for 40% of projected revenues to come from just 1% of deals.

Losing one can mean missing revenue targets. But winning one on the wrong terms can destroy value because of bad pricing or terms and conditions.

Here are seven ways to win the right megadeals.

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Make learning creative and dynamic in your firm

Top-down formal training methods popular during the 1990s do not equip staff to deal with unpredictability and rapid change, write John Hagel III and John Seely for Harvard Business Review.

Instead of relying on process manuals to tell staff what to do, empower them to learn on the job, creating knowledge and developing new ways to share it.

How to compete in the new borderless economy

The onward march of digitisation will change the nature of the game for everyone – including your company – over the next ten years.

It's time to recognise and accept this impending change and create a gameplan for a borderless economy.

Here are your four new critical priorities. 

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Engaging employees who struggle with change

When you instigate any change in your organisation there will always be team members who cling doggedly to the status quo.

But ignoring the dissenters can build a virtual wall between those with conflicting viewpoints and encourage a culture of “us” and “them”.

Here's how to steer the two sides to meet in the middle.

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Should your leaders seek dominance or prestige?

The two key motivations driving people to become leaders are dominance and prestige.

But which trait will work best in your organisation? And do you need someone capable of displaying both?

Here's how to find the leader who best suits your organisation’s culture and goals.

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Five tips for success when you’ve inherited a mess

It pays to avoid classic pitfalls when the business you take on has been left in a mess by your predecessor. Taking over leadership of any business, especially as an outsider, is a challenge. 

Over half the leaders who take over a mess will have failed within a year and a half.

Here are five ways to avoid stepping on the land mines that were left for you.

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Why meetings should never mix strategy and operations

As a senior executive, you need to balance the long-term strategic and short-term operational needs of your company. This is not easy, writes Sabina Nawaz for Harvard Business Review, when meetings so readily become dominated by day-to-day concerns.

Here's how to maintain your focus on the long term and stick to the bigger picture.

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Seven steps to forming a new habit

If you want to form and sustain a new habit you should adopt the “7S Model”, writes Steven MacGregor for European Business Review.

Forming a new habit is hard – making sure that new habit sticks is even harder. Here's MacGregor's a seven-step plan for forming and sustaining your new habit. 

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Three ways to achieve dynamic reflection

The way you think as a leader can leave gaps in the way your business and working relationships develop.

With awareness and know-how you can adapt your thinking mindset to suit the task in hand.

Here are three key strategies to help bring your thinking skills up to scratch.

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Six ways to create better collaborations

Collaboration is a buzzword in modern business.

But it doesn’t happen overnight, especially if you are seeking to transform outmoded models of command and control, says Carol Kinsey Goman, writing for Forbes.

Be the bold leader your team needs

As a leader, you may not be able to alter the adverse circumstances you and your team face.

But you can choose how you respond, writes Douglas Conant, for LinkedIn Pulse.

How to transform your firm into an innovation hub

For innovation to thrive, you must create space for open, free-form interaction and engagement.

Get it right – build and nurture innovation-friendly networks – and the ideas will flow.

Why leaders need to be more engaged

Are you taking more days away from the office, or delaying replies to emails or calls?

These are all signs that you have become disengaged as a leader. And when you disengage, your employees could follow suit, writes Peter Crush for Raconteur.

How to make better decisions

Growing organisational complexity and proliferating digital communications are a recipe for poor decisions.

To improve the speed and quality of your decisions, categorise the type of decision being made and tailor your approach accordingly.

 

 

Establish a culture of shared goals

Success increases when your teams have the incentive to push towards shared goals.

A Tour de France team manager describes how to convince your employees to surrender individual dreams for the common good.

 

How to hire your next chief marketing officer

The top marketing job is a minefield where many talented executives fail. But if you design the role well in the first place, you’ll set up your CMO for success.

Follow these four steps to create the right CMO role from the beginning.

How to use data to choose your next leader

Rather than relying on subjective opinion, use assessment tools to identify talent and eliminate bias.

A strong talent pool is critical for success, and diversity is key to unlocking performance. Yet diversity is still scarce at the top of the largest corporations.

Writing for MIT Sloan Management Review, Stacey Philpot and Kelly Monahan say this means you’re missing out.

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Three ways to communicate clearly in changing times

To help people understand your strategic vision and implement the change you want, make sure you send the right signals.

This is especially important during times of strategic change.

Writing in Harvard Business Review, Elsbeth Johnson describes three signals that leaders often get wrong, causing confusion, or even the opposite of what they’ve asked for.

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How to conduct reviews effectively

Strategic and operational reviews often fail. 

Leaders spend three to five days per month being reviewed or reviewing someone else. But how useful are reviews? They typically take an hour or so, and half that time is wasted covering what’s already happened.

Writing in Ivey Business Journal, Himanshu Saxena explains why reviews often fail, and how to change your approach.

How to become a digital leader

In order to unlock the full potential of digital technologies and achieve “digital transformation”, your company must foster a digital leadership structure, writes Stijn Viaene for The European Business Review.

The aim is to enable your company to identify opportunities and take advantage of them quicker than your competitors.

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Maximising performance or just creating stress?

A leader should be skilled at getting the best out of coworkers. But all too often his or her leadership style can have the opposite effect.

Karen Firestone, writing for Harvard Business Review, has some advice on how to avoid leader-induced stress.

Start working ‘on’ your business, rather than ‘in’ it

Could you give up being the main driver and discover a more productive role in the company you created?

There comes a time when this fundamental shift will be the best way to keep your business growing, says Jim Krampen, Seven Corners Inc co-founder and executive officer, writing for Entrepreneur.

Three key incoming tactics of extraordinary leaders

John Loker

How can a CEO make an outstanding impression when moving to a new company?

Making the transition to a fresh role is a huge test for leaders in the contemporary business world. Getting your early moves right is vital if you want to get the existing team on board and guide the company to singular success.

Why your CIO can make or break your business

With digital data increasingly driving performance, it takes a strong, forward-thinking champion to make sure your organisation embraces that shift effectively.

These days the role of CIO goes way beyond overseeing your company’s computer technology. With businesses from all sectors adopting a digital-first strategy, the CIO holds a transformational position.

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