Executive Leadership

You can’t make a sound decision when you’re juggling lots of activities
at the same time, says innovation consultant Luda Kopeikina. Instead, you need to reach the same kind of “clarity state” that top
athletes reach in competition. To get there, these four factors should
be working for you:

{ 0 comments }

People micromanage because they’re afraid. They’re scared about competition, finances, succession, lawsuits, you name it. Uncertainty poses a threat, fear kicks in, and then it’s way too easy to jump in and seize control.

{ 0 comments }

Even if you earned every bit of what you’ve achieved, you’ll win over
more followers and avoid any taint of arrogance if you show gratitude. Take Don Cooper, pitching coach for the Chicago White Sox and the man
perhaps most responsible for leading this team of castoffs into last
fall’s World Series.

{ 0 comments }

As an Arizona state senator in 1971, Sandra Day O’Connor began her
campaign to have a woman appointed to the U.S. Supreme Court. O’Connor had to decide which social conventions to keep and which to
toss. She decided to keep wearing dresses, but here are two “rules” she
flouted:

{ 0 comments }

You might blame sluggishness, complacency, arrogance or bureaucracy when your organization sinks into deep trouble. All those things matter, but management guru Peter Drucker showed us that none of them may be the main culprit.

{ 0 comments }

Robert Crandall headed engineering and manufacturing at Eastman Kodak
during the “copier wars” with Xerox back in the 1970s. He faced two
problems:

{ 0 comments }

Most business leaders would rather pay a celebrity $1,000 a minute for
a “motivational” talk than bring in somebody who’d actually provide
hands-on, tactical training, says Steve Salerno, author of SHAM: How the Self-Help Movement Made America Helpless.

{ 0 comments }

Instead of handing out an agenda, start your next problem-solving
meeting by providing nothing more than information about the problem.
Then, watch how people process it.

{ 0 comments }

Here’s how an American up-and-comer trained for a senior management job at one of Toyota’s U.S. plants, and the four main lessons his training yielded:

{ 0 comments }

When you have to deliver bad news to your people, follow this protocol
that medical doctors use to tell patients about dire prognoses:

{ 0 comments }