As a leader, you can expect everything you say and do to be under constant evaluation. From the first few moments of his appearance as head of the Roman Catholic Church, Pope Francis I expressed humility through his demeanor as well as his words.
Maj. Gen. Michelle Johnson, the first woman to serve as a cadet wing commander at the U.S. Air Force Academy, and the academy’s first female Rhodes Scholar, has been nominated to become its first female superintendent.
Before you address a roomful of employees, identify the main point you want to make, then figure out a memorable way to convey it. Consider how Jack Welch, GE’s former CEO, injected some drama speaking to his top managers.
“I have a theory that burnout is about resentment,” Yahoo President and CEO Marissa Mayer says. “And you beat it by knowing what it is you’re giving up that makes you resentful. I tell people: Find your rhythm.”
Face it: Strong emotions can come into play when you negotiate. In 2011, the sale of a $3 million brownstone in New York’s Greenwich Village almost blew apart in a fight over a $300 washing machine. One of the buyers ripped up a seven-figure cashier’s check and stomped out to a bar. So what does this mean for you?
In just over a decade, the Tufts University men’s lacrosse team has gone from worst to first under head coach Mike Daly. Instead of focusing on wins, Daly urged players to take pride in mastering the details and always improving their craft.
Harold Moore Jr. is a retired lieutenant general in the U.S. Army who’s famous as a Vietnam War battlefield commander. He’s co-author of We Were Soldiers Once … And Young and other books. Years ago, Moore gave a talk in which he listed three principles of leadership.
The “H” factor, missing from most models of personality such as Myers-Briggs, refers to honesty and humility. It’s part of a model developed more than a decade ago by two Canadian psychology professors immersed in the “Big Five” personality traits.
When you’re trying to persuade employees, you may figure if you cite enough evidence, you’ll break down others’ resistance and they’ll agree with you. But reason alone may not suffice. Use techniques that induce compliance.
Knowing, beyond a doubt, what customers want requires a zealous commitment to metrics. And no one commits better than Jeff Bezos, CEO of Amazon. Here’s what a “culture of metrics” has allowed Bezos to do as a leader.