Executive Leadership

Real leaders look outward to customers, even though it’s easier to focus on what’s happening in-house. Continuous improvement is difficult but not impossible. Here’s how:

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Gain insight on how your people would behave in a crisis

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Spare yourself the frustration of trying to “quick-fix” negative forces beyond your control

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Ensure the success of your next presentation with these three keys:

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Reward a job well done with more interesting work

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Cement group decisions by asking your team this one question:

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Someone once advised Marcy Blochowiak, head of the Georgia-based financial services marketing firm World Financial Group, that she would have to lead herself before she could lead others. “Leader of one, leader of many,” Blochowiak remembers the rhyme. “If you can’t lead one, you can’t lead any.”

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Brazilian equipment supplier Semco has grown an average 27.5 percent a year for 14 years, despite wild fluctuations in Brazil’s economy. The reason: Semco’s radical use of participative management. Of the employees’ 3,000 votes, CEO Ricardo Semler gets only one.

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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:

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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.

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