When Captain Chesley Sullenberger made the decision to land his doomed plane in the Hudson River, he didn’t have time to calculate his odds of success. He made his decision based on “heuristics,” a rule that directs focus to areas that matter while blocking out nonessential information. Could it work in organizations?
Don’t just be a boss — be a leader. Maximize your leadership skills in the five most crucial areas: decision making, executive coaching, leadership training, strategic management and understanding your leadership style.
Situational leadership changes depending on the type of leadership (direction and support) each of your employee’s needs. Emotional leadership is based more on the theory of emotional intelligences and relates to the situation at hand.
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Bobby Bowden won his first four games as West Virginia’s football coach in 1970. Then he made a big mistake. In a game against Pittsburgh, winning 35-8 at halftime, he listened to people who said: “We have this game won. Just don’t blow it. Don’t do anything crazy.”
“There’s this big building in Chicago called the Sears Tower. You heard of it?” Joseph Plumeri, chief executive of Willis Group Holdings, asked graduating seniors at the College of William & Mary. That’s also the way Plumeri would tell people how he planned to rename that skyscraper the Willis Tower.
These days, crisis is the new normal. “The people who are going to thrive in the future are those who can use this pressure to excel, as oxygen. People who have translated very difficult circumstances into opportunity,” says Justin Menkes, author of Better Under Pressure. What characteristics do such leaders share?
To pass the torch gracefully to Generations X and Y, boomers need to explain a few things: 1. Manners still matter. 2. Don’t reinvent the Edsel. 3. We care about spelling and grammar. 4. We need to feel valued and respected.