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Leadership

Why CEOs Don’t Want Executive Coaching

A recent study by the Stanford Business School found that nearly two-thirds of CEOs don’t receive executive coaching or leadership development. And almost half of senior executives in general aren’t receiving any, either. Paradoxically, nearly 100 percent said they would like coaching to enhance their development, as both Bloomberg BusinessWeek…
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To Seize the Future, Create a Leadership Circle

A global pharmaceutical company was about to lose the strategic advantage of several blockbuster drugs coming off patent. In five years, the revenue shortfall would be significant. The senior commercial and scientific directors formed a “circle of leaders” comprised of 23 senior managers who had no meaningful history of collaboration…
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Where are your 'Ready-Now' Leaders?

Four steps your organisation can take to avert a frontline leadership crisis. DDI’s 2011 Global Leadership Forecast found that only 18 percent of HR professionals rate their leadership bench strength as strong or very strong. The lack of leaders who are ready for a frontline role is a particular problem…
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The 7 Essential Practices of Leadership That Works

The craft of leadership is the art and science of influencing others.  The 21st century is unfolding at an unprecedented pace with exponential complexity. Mastering this craft in the new millennium demands an understanding of both enduring leadership principles and essential, high-impact leadership practices . In my over 40 years of leadership study and experience at world-class global…
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Develop Strategic Thinkers Throughout Your Organization

In study after study, strategic thinkers are found to be among the most highly effective leaders. And while there is an abundance of courses, books, articles and opinions on the process of strategic planning, the focus is typically on an isolated process that might happen once or twice per year.…
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How Great Companies Think Differently

It’s time that beliefs and theories about business catch up with the way great companies operate and how they see their role in the world today. Traditionally, economists and financiers have argued that the sole purpose of business is to make money—the more the better. That conveniently narrow image, deeply…
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The Ripple Effects You Create as a Manager

Each one of us holds a set of beliefs and attitudes — a mindset — that determines how we interpret and respond to situations. That mindset shapes how we interact with others, and therefore it also affects the people we work with — in ways both subtle and profound. A…
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Good Leaders Get Emotional

By Doug Sundheim. First Published by HBR on August 15, 2013. Much of what comes out of people’s mouths in business these days is sugar-coated, couched, and polished. The messages are manufactured, trying to strike just the right tone. Genuine emotion stands in stark contrast. It’s a real person sharing…
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S+B The Thought Leader Interview: Loran Nordgren

In this interview with Ken Favaro and Amy D’Onofrio for S+B, Loran Nordgren, the cofounder of unconscious thought theory, explains how taking a break and distracting the mind can lead to higher-quality decision making. Could you boost the quality of decision making and innovation at your company by encouraging a more…

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Why Do So Many Incompetent Men Become Leaders?

by Tomas Chamorro-Premuzic  |   9:00 AM August 22, 2013 There are three popular explanations for the clear under-representation of women in management, namely: (1) they are not capable; (2) they are not interested; (3) they are both interested and capable but unable to break the glass-ceiling: an invisible career barrier, based…
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