Tag Archives: Management
Driven business leaders are not created equal. Each of us possess separate and distinct superhero talents. When we develop self awareness, we realize there are certain situations in which we thrive. Have you thought about the type of business leader you are, or might become? Let’s look at three driven types: Entrepreneurs, Solopreneurs, and Intrapreneurs. […]
Updated June 2014 Few professions have a bigger impact on business than recruiting. You can have the best processes, the best product, and the best pricing strategy, but without the people to deliver, you’re nowhere. That makes recruiters’ output a critical business function. Your company’s future is tied directly to your recruitment strength. Companies aren’t […]
Terry Pearce’s revised edition of Leading Out Loud: A Guide For Engaging Others In Creating The Future is a welcome guidepost for today’s leaders feeling pinched between the need for organizational change and a workforce that’s tired of flavor-of-the-day management. To sum it up in a few words, the book is about inspiring change by […]
Changing jobs at the leadership level is tough territory. Part of the challenge is that new people see the work environment through a different lens than those who have been around a while. Fresh eyes may bring new ideas but they can’t fathom the awards, the wins, and the battle scars that make up the […]
Somewhere, somehow, we got the idea that leaders shouldn’t bother with the finer points of running a business; that staying high level is the mark of true leadership. Read why that thinking can be harmful to a business unit.
I’m hosting a leadership conference for a small group of very special people this week. This seems a great time to bring out some timeless gems from Peter Drucker. “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.” “No institution can possibly survive if it needs geniuses […]
I’m not talking about organizational design or cascading new processes throughout a company. This is about the kind of change that skips over skills and abilities and digs right down to the values level — to who you are as a person and how you show up. I’m talking about serious reexamine-who-you-want-to-be kinds of changes.
If you hate change you might describe it as an assault. If you love it, you might see it as unexpected opportunity. Both viewpoints share one common truth: change, in and of itself, is not sufficient to produce growth. Here are, according to me, the required ingredients to turn turmoil into opportunity.