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Leadership Skills

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.
Access more articles, tools and advice on maximizing your leadership skills.

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The most persuasive person that August Turak has ever met was a 19-year-old undergraduate at Duke University named Meredith Parker. Their conversation holds the secret to persuasively getting what you want:
First, find your bearings: “What is the first question a sailor asks when he is in trouble?” a sea captain asks. “What he asks is, ‘Where am I?’”
Bill Gates said, “Success is a lousy teacher. It seduces smart people into thinking they can’t lose.” It’s true, says leadership guru John Kotter: High achievers tend to feel content with the status quo.
President Ulysses S. Grant was known as a horseman, but few realize the extent of his mastery in the saddle. His son Frederick said: “My father was the best horseman in the army, he rode splendidly and always on magnificent and fiery horses … Oftentimes, I saw him ride a beast that none had approached.”
New success guru Rory Vaden noticed that life’s little conveniences undermine people’s willingness to do the tough things that need to be done. Lesson: Handle life’s storms head on, like the buffalo do.

Only a small fraction of U.S. corporations reach the ripe age of 40, a recent study claims. Do you have what it takes to guide your business to old age? Businesses that do survive are likely to be ruthless about change and make frequent acquisitions that bring in new technologies or open up new markets.

Possibly the hardest thing for leaders who have taken over the direction of a product or service is to sound off clearly on what needs to be done. "The leader’s first task is to be the trumpet that sounds a clear sound,” says Peter Drucker.

Here are some surprising ways a few of the big chiefs stay so productive: Drop what you’re doing and sleep ... Fire your assistant ... Be consistent ... Pick up a challenging habit or train for a triathlon ... Give people half the time they request ... Focus on handshakes, not contracts.

While it’s valuable—and fun—to listen to the positive coaches, mentors and friends in your life, it’s also imperative to ignore the downers, says master marketer Jerry Acuff.
NFL Hall of Famer John Mackey, as a tight end for the Baltimore Colts, made his mark on professional football. He used his outstanding speed to add an extra dimension to offensive play, taking the tight end position—until then mainly a vehicle for blocking and short passes—and turning himself a constant threat for the long touchdown pass.
David Kahn, once owner of Blockbuster and Subway franchises, not to mention a mansion and a Hummer, watched his profit assumptions go down the tubes. But he never cashed in his dreams:
It’s easy to say you’re accountable. But not so easy to say, “Call my cell.”
Garrett Camp, co-founder of the Internet utility StumbleUpon, which helps discover websites that match your interests, tweeted his approach to new product development. He says not to get hung up on potential problems: “When in doubt, proceed.”
TV producer Stephen Cannell, who created iconic characters and won Emmys for “The A-Team,” “21 Jump Street” and “The Rockford Files,” offers these tips for leaders:

Mark Twain and Jesus had it right when they said we all are sheep. Business improvement guru and Good to Great author Jim Collins makes the same point in Great by Choice. There, he debunks some myths.

In the early years of the Medici banking empire, which established commerce throughout Europe and later funded the greatest art of the Italian Renaissance, its founders had to set some ground rules. Still, it became clear immediately that however terrific the rules, staffing is always most important. Then as now, you need honest and astute managers.

Nancy McKinstry, CEO of the multinational publisher Wolters Kluwer, describes herself as an analytical person. She also calls herself an “insider-outsider” who knows her company thoroughly from the inside but also is an outsider—she became its first non-Dutch CEO and the first woman to lead it. She says she likes hiring people who have overcome adversity because ...

A growing number of U.S. executives are voluntarily sharing their 360-degree reviews with direct reports. In considering whether transparency is worth trying, at least two advantages jump out:
Chicago-based Groupon has spawned an industry of deeply discounted coupons. If its model catches your business's fancy, try it, with precautions. Make sure you’re solid on Yelp. If you’re afraid of a customer deluge, cap the number of coupons. And never take your eye off quality.

Good ideas aren’t hard to find. As long as you’ve got smart and creative people, there should be plenty of ideas. What’s hard is follow-through. Two examples: making the Rolling Stones album “Sticky Fingers” and Mick Jagger writing “Brown Sugar.”

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