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.
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....
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.
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.
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.
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.
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.
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.
Reporting to an indecisive boss is challenging and frustrating. Here’s how to turn the situation around.
Managers who can’t pick a course of action, or constantly change their minds, are infuriating. You waste time, switch direction, and your credibility and reputation suffers. So how can you help a wishy-washy manager make decisions?
There are few management skills more powerful – or underrated – than the discipline of articulating a clear problem statement before jumping into action.
There are few questions in business more powerful than: “What problem are you trying to solve?” – yet it is so rarely answered. Formulating a clear problem statement will unlock innovation and enable you to get more done, and with less...
Making your employees feel they matter is a powerful tool in the corporate world.
When a leader demonstrates concern for the wellbeing of his or her teams it generates a climate of safety and trust that positively impacts on their work.
Fostering a caring attitude can actively encourage an engaged and satisfied team as well as better productivity. But what if it doesn’t come...
Don’t be bossy. Use empathy and humility to create harmonious and thriving working relationships and watch the results.
If you tend to be an authoritarian or micromanager, there’s a good chance you are not getting the most out of your employees. But companies who embrace the servant leadership philosophy report a major impact on staff engagement, as well as the knock-on effect of...
How to perform the ‘emotional labour’ of leadership while remaining true to yourself.
We’re all familiar with the ‘service with a smile’ provided by fast food servers, airline crew or nurses. Yet leaders have to perform ‘emotional labour’ too. Motivating or disciplining staff, appearing confident in uncertain times, and controlling personal feelings are all part of our working lives....
It’s easy to put yourself in a ‘good news’ cocoon. Get out of the office today and spend more time being wrong, being uncomfortable, and being quiet.
The CEO’s dilemma is that no new course of action can be launched without your say-so – yet your power and privilege insulate you from information that allows you to see threats or opportunities.
Neither strategy nor leadership, on its own, is sufficient to bring success to a business. They must be integrated as strategic leadership, using a particular skillset.
Today’s pressures and rapid changes require managers who think strategically and at the same time inspire their workforce. Ford’s Alan Mulally, Amazon’s Jeff Bezos and Google’s Sundar Pichai are examples of leaders who...
In The European Business Review, Barbara Kellerman argues that the outcomes of leadership teaching are greatly diminished if the essential and growing importance of followers and contexts is not properly recognised.
Kellerman sees leadership not as a person but as a system with three equally important components.
If you want groundbreaking ideas you should encourage your employees to challenge the consensus.
As a manager, consensus might make for an easier life, but you risk losing a potentially game-changing idea by fostering a herd mentality. “Humans fear being a fool much more than they hope to be a genius.”
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