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Executive Leadership

Management fads make employees cynical, says coach and consultant Wolf Rinke. They feel used and even abused. Eventually, they develop thick skins so they can stay sane while playing the “Let’s pretend” game during management’s next fad onslaught. To stop the insanity, Rinke points to research showing that four basic, “somewhat nonsexy” practices lead organizations to outperform their peers:

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Here’s some advice to aspiring leaders from Jodi Solomon, president of a speakers bureau in Boston:

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How effectively are you conveying the image that you strive to build as a leader? To find out, perform this simple test over the next workday:

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To former Pepsi executive Michael Feiner, “The Emperor’s New Clothes,” written in 1837 by Hans Christian Andersen, is the greatest leadership story ever told. You know the story. An emperor acts like a fool because his subjects are too cowed to tell him the truth: that he’s been hoodwinked into wearing invisible “clothes.” So, are your people telling you the truth? Here are some reasons why they might not be, and what you can do about it:

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From the movie “A Beautiful Mind,” you might get the idea that the important thing about mathematician and economist John Nash is that he won the Nobel Prize for creating a “theory of everything.” For leaders, though, the important thing about Nash is his obsession with originality. As more and more organizations become labs for innovation, those who lead will be the ones who create the most original products and services. Take these steps to develop a unique way of seeing things and to maintain your creative momentum:

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Test your career and work-related goals to see if they stand up to these four questions:

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George Stalk’s fiercely competitive spirit has helped companies around the world play to win … decisively. His gospel of continuous improvement in a “virtuous cycle” exhorts leaders to set the pace, never to rest on their laurels and to stretch out the life span of each product. Here are Stalk’s strategies:

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Every day is filled with interruptions, ringing phones and a flood of incoming information. Yet, certain events each day are different from everything else. They’re opportunities. Unless you’re on the lookout for them, they pass you by. To catch them:

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Private conversations alone can’t mobilize your people to execute a strategy. To initiate a conversation that matters, make sure it covers these bases:

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It wasn’t Babe Ruth’s ghost that the Boston Red Sox had to overcome. It was the curse of bad management.

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