In 1997 Daimler Benz AG executives were toasting the successful introduction of a new class of car geared toward younger drivers, especially women and young families. Then they received an urgent phone call. The car had failed the “Moose Test.” Mercedes’ mistake?
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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Leaders may believe they’re “plugged in,” but their words and actions may create a disconnect. A recent poll by Maritz Research shows that a mere 11% of employees strongly agree that their managers show a consistency between their words and actions. How plugged in are you?
Does it ever seem like your newly promoted manager is blindly muddling through the job? Well, she probably is. A recent poll revealed that only one in 10 recently promoted individuals received any leadership training or coaching. If you find yourself promoted—without feeling prepared—here’s a crash course in managing others:
3M Companies appears poised to settle a high-profile age discrimination suit. Earlier this year, the company filed a joint motion for preliminary approval of a class-action settlement involving approximately 7,000 workers. If the Ramsey County District Court agrees, the employees (and their attorneys) will split $12 million.
Many business thinkers have already pronounced the death of the hierarchical, command-and-control approach to leadership. Those approaches simply don’t work anymore. What’s in? Adaptive leadership. Among other things, adaptive leaders embrace uncertainty and adopt new approaches.
My company’s Next Level Leadership program recently hosted an executive who’s responsible for about a billion dollars of annual revenue in his company. He had some very solid and practical rules about what it takes to be a successful senior leader. Here are four of his leadership rules of the road: