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:
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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.
According to Scott Behson, writing for the HBR.org Blog Network, many managers believe in giving more employees the flexibility to balance their needs and responsibilities at home while minimising disruption of the workplace.
The majority of businesses fail to grow, observes Verne Harnish, writing for Fortune. But although most are only small ventures, unlikely to become the next Google or Amazon, there is still plenty of potential going to waste.
According to Harnish, to become a thriving, mid-market company, it is necessary to overcome the following three barriers to growth:
Strategy is important, as every executive knows. But some are frightened by it because it requires them to make decisions that cut off other possibilities and options – so they fear that making the wrong decision could potentially wreck a career.
Does the hierarchy of your organisation stifle innovation? That’s the question posed by David Burkus, writing for management website ChiefExecutive.net.
Writing for the HBR.org Blog Network, Roger Martin, Dean of the Rotman School of Management at the University of Toronto in Canada, reveals that an executive on the verge of promotion to head a large global company recently approached him for advice on how to be effective as a new CEO. Martin offered the executive five recommendations.
Are you your employees’ worst enemy? That’s the question posed by Kannan Ramaswamy and William Youngdahl, writing for Strategy+Business. The authors insist that many leaders are inadvertently an obstacle to superior performance.