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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You’ve got vision, while the rest of the world wears bifocals. If that bit of swagger sums up your leadership style, you’ve got something in common with Butch Cassidy. Here are some other techniques that could help you, just like Cassidy, keep the rest of the world one step behind.
Mabel Yu was a fairly low-level employee at Vanguard. But in 2009, Vanguard named Yu its analyst of the year. Here's why.
In what may become a unifying theory of human behavior, biologist E.O. Wilson is positing a theory that “individual selection,” or competition to thrive and pass along one’s genes, inevitably loses out to “group selection.” Forming alliances has become a fundamental human trait, he says, because “it is a good way to win.”
Good leaders acknowledge their limitations, then “open up themselves to others,” says leadership author and coach John Baldoni. “People want to work with a manager who knows what he can and cannot do.”
In the simplest terms, strategy is about figuring out where to play and how to win to maximize long-term value. To define your business strategy, answer these three questions:
Bob Frisch, author of Who’s In the Room?, says decisions are typically made by the boss consulting with a small group of people—what he calls the “kitchen cabinet.” And everyone knows that when the boss makes big decisions, he turns to this close group. Here's what's wrong with that...
Circles play a major role for any leader who strives to make ideas happen. For any like-minded professionals to function as a circle, says the founder and CEO of Behance, Scott Belsky, “there are some key success factors.”
Top executives are less powerful than they used to be. Two decades ago, American CEOs struck heroic poses on the covers of business magazines and appointed buddies to their boards. Since the Enron debacle in 2001, change has come in several ways:
Having a Plan B is what saved Bill Gantz’s pharmaceutical giant Baxter Corp. With Plan B in his back pocket, Gantz saved his company and sold it to Chiron Novartis for $720 million.
When an executive team held a strategic planning meeting and considered options, the company founder jumped up and proclaimed their ideas worthless: “The only people in this room that aren’t idiots are the engineers who graduated from Carnegie Mellon and Caltech.” That left out more than half the team.