The question about how others experience your leadership should not be rhetorical. How you show up as a leader holds many of the answers to how others experience your leadership
Improving Your Leadership Presence
Survival of the Smallest: The Evolution of Our Global Workforce
The Essentialist Leader: Unforgettable | Exceptional | Remarkable
Most recent articles
Those working in business, steeped in the depths of economics and the logic born by Adam Smith, like to think that we look at the world through more enlightened eyes. We see invisible chains of cause and effect all around us, built on supply and demand.
But there are hidden hands suggested by other fields of study, like the theory of evolution.
The desire to do something unforgettable, exceptional and remarkable is the fire that burns in the head and hearts of leaders who strive to create a better future; a living, learning, evolving workplace where potential thrives and products and services create value for all constituents and the communities they serve.
In order for companies to develop a culture of innovation, the people involved in innovation (from the practitioners to the executives to the broader employee base) must be able to communicate effectively about innovation — and they aren’t.
We recently conducted a survey of our global panel of innovation practitioners about the challenges associated with communicating about innovation in their companies. One topic we explored was the prevalence of companywide definitions for innovation-related terms.
Every business, without exception, has always been established to provide a good or service to a customer. Which means we’ve been serving customers for at least four centuries and likely far longer. So why is obtaining and considering the voice of the customer—a business’s raison d’etre—monumentally difficult for so many?
Organizations that make it a practice to recognize employees have a greater chance of naturally integrating recognition into the culture. Whereas those who start a recognition program often create an obligatory, check-the-box program that too often fails to deliver “relational and personal” recognition, according to Saunderson, that resonates and is received as meaningful by employees.
If you are an insulated leader, you are missing the big picture. As a result, you are making decisions based upon poor—sometimes misleading—information. In today’s climate, you cannot afford to misinterpret the variables that make up your opportunity for a winning equation. As such, you need to remain aware of the insulation effect, or R-value, of your team by watching for these clues:
Let me introduce you to 34 of the most brilliant, fascinating people I’ve ever met – my guests to date on The Human Side TV. Below is a list with links to each show we’ve recorded to date, in reverse-chronological order.
Every company wants talent. But not every company is bestowed with the leadership that unleashes talent’s power. Talent without leadership is as good as spitting into a gale-force wind.
All around us are thought leaders who know that being “human first” must be a core characteristic. That focusing on building a positive, enabling work environment makes us far more productive. That engaging with employees and customers – as fellow humans worthy of respect – pays huge dividends. And that leading from a motivating, empathetic position is good for both our people and our profits.
It is those thought leaders we honor now.
The only way you can ever expect to be more and do more with your life is to understand that sometimes, you have to be willing to go above and beyond what others are doing around you. Taking the path of least resistance or settling for “good enough” just because that’s what everyone else is doing just won’t bring home the bananas.
It used to be that customers relied on a company to provide information to help solve a problem. Now, according to Blasingame, customers have the necessary information needed to decide how best to solve their problem. The internet and social media are at the heart of this shift.
We are honored to serve alongside other thinkers and doers who are pioneering a new way in business and leadership. Here are a few we don’t want you to miss.
There is a movement toward a kinder, gentler corporate environment that focuses on appreciation of the contributions of employees. I think it’s a great idea that’s time has come.
First, I think it’s important for everyone to understand what a flat hierarchy really is. Essentially, what it means is that everyone is on the same level. In a traditional hierarchy, there are multiple levels of authority, and usually the hierarchy will dictate who to report to, who makes the decisions, etc. A flat hierarchy is a complete restructuring of this way of thinking – it’s not a simple change.
Feminine values aren’t about gender, but guide the way we relate to people. They are the wellspring that shapes one’s leadership – male or female. Given the destructive nature of “thinking that have contributed to many of the problems we face today, from wars and income inequality to reckless risk-taking and scandal,” masculine-based values are depleting the sources of inspiration and crippling workplace cultures.
It’s perhaps the worst kept secret in the business world that what you know is worth only about 25% as a predictor of whether or not you will succeed. The rest is based on fit – how you fit with your boss, your team, your customers and your organization’s culture.
The science of strategy may give the organization some clarity about its moves in the marketplace. However, the art of strategy needed to implement the ideas eludes many managers.