How to Become a More Well-Rounded Leader
July 25 | Tony Schwartz, President and Chief Executive Officer, The Energy Project | Comments (0)
How can leaders balance these complex and often competing demands? The core challenge for modern leaders, I believe, is to become more wholly human – to actively develop a wider range of capabilities and to more deeply understand themselves.
How People with Different Conflict Styles Can Work Together
July 25 | Amy Gallo, Contributing Editor, Harvard Business Review | Comments (0)
Still, it’s useful to know what your natural tendency is and, when you get into a conflict with someone else, to put some thought into the other person’s style. If you’re a seeker and the other person is an avoider, how should you handle the situation? And is all hope of reaching a resolution lost if you’re both avoiders?
When to Solve Your Team’s Problems, and When to Let Them Sort It Out
July 25 | Joseph Grenny, Cofounder, VitalSmarts | Comments (0)
If you’re an effective manager, escalations should be aberrations that you accept rarely and thoughtfully. Here are some questions to ask yourself and principles to follow to make sure you’re not stepping in when you shouldn’t.
How to Deal with a Boss Who Stresses You Out
July 25 | Tomas Chamorro-Premuzic | Comments (0)
Discussions of leadership tend to focus on its positive outcomes, such as innovation, employee engagement or organizational performance. However, for the majority of employees, the leaders in their organizations are a source of stress rather than inspiration. Indeed, for every transformational leader and emotionally intelligent manager out there, there are dozens of toxic bosses, and they come in many different forms.
How to Stop People Who Bog Things Down with Bureaucracy
July 25 | James Allen | Comments (0)
Energy vampires are often smart, well-intentioned managers who inadvertently slow the company down with too many questions, too much analysis, too much process—and not enough action. They exist in the organization to administer various systems and processes that in isolation seem necessary, but in aggregate simply clog up the works and slow the company down.
The 5 Skills That Innovative Leaders Have in Common
July 25 | Katherine Graham-Leviss, Founder and president, XBInsights | Comments (0)
Analyses were done to identify the competencies that innovative leaders share. The top five competencies found in our research are outlined below, including their corresponding behaviors. Every CEO should be cultivating these behaviors to maximize innovative thinking.
Prevent Burnout by Making Compassion a Habit
July 19 | Annie McKee, Senior Fellow, University of Pennsylvania | Comments (0)
Stress is a happiness killer. And life is just too short to be unhappy at work. But we hear this kind of thing all the time from leaders in industries as varied as financial services, education, pharmaceuticals, and health care. In our coaching and consulting, we’re seeing a spike in the number of leaders who used to love their jobs but now say things like, “I’m not sure it’s worth it anymore.” They’re burned out — emotionally exhausted and cynical, as a result of chronic and acute work stress.
How to Get an Employee to Work Faster
July 19 | Carolyn O'Hara, Former Business Editor, The Week Magazine | Comments (0)
There is no doubt that the pace of work everywhere has increased. We’re all expected to do more in less time. So what do you do if you have a tortoise on your team? How do you diagnose why he takes so long to get his work done? And how do you then help him understand the importance of picking up the pace — and support him in doing so?
The Key to Adaptable Companies Is Relentlessly Developing People
July 19 | Andy Fleming, CEO, Way to Grow INC | Comments (0)
When it comes to preparing organizations for a complex, high-speed future, many people who work in those organizations, or in management science, talk about the imperative for “continuous improvement” in operations. But it is one thing to be relentless about continuously improving the processes by which work gets done; it is quite another – and every bit as necessary – to be relentless about continuously improving the people who do the work.