Ask your team... What is most important for the next three weeks? Even in good times, successful organizations focus on the handful of initiatives that can make a real difference, deferring less urgent ones. Particularly in tough times, an effective goal-setting system with disciplined thinking at the top, with leaders

The ability to persuade is perhaps the most significant skill that will give you a competitive edge professionally and make you successful. Persuasion is not a "soft skill"; it is a fundamental skill that can help you attract investors, sell products, build brands, inspire teams, and trigger movements. Words and

People don't leave jobs; they leave their leader, and micromanagement usually has something to do with it. Effective leaders are coaches, and instead of teaching people, they guide others to arrive at their own solutions, put them into action, and set goals. Unfortunately, skills that get someone elevated to a

Leaders often (erroneously) assume that attributes that have made someone successful so far will continue to make them successful in a more significant role. The secret to selecting great leaders is to try and predict the future, not to reward the past. If you want to select the best people

Leadership is about dealing with change, whereas Management, by contrast, is about coping with complexity. As an example; if you want to get people moving in the same direction, stop trying to organize them, and start to align them instead. Just because leadership is different from management, doesn't mean it's

Visionary leadership is considered critical to change because it sets the strategic direction, and it tells a story about why it's worth pursuing and inspires people to embrace the change. But, visionary leadership is a double-edged sword and breaks down when middle and top managers aren’t aligned on the

Leadership is an improvisational art. Vision, values, and a plan may guide you, but what you do cannot be scripted. You must respond as events unfold. To use a metaphor, you have to move back and forth from the balcony to the dance floor. While today’s plan may make

When you have an idea, it's easy to think you have the answer, which limits the questions you ask. Speaking at the wrong time can also limit your opportunity to learn something valuable from someone else. It's easy to not even listen to the answers when you're busy thinking about

If you wonder where you stand as a leader, you should question how you measure up against the standards and behaviors of the best leaders. Below are some subjects you should face to answer the question: 1. Do you give others the glory? 2. Do you understand how to meet

If you think a job title gives you the power to influence and inspire others, you're holding yourself back, restricting your growth, and falling short of achieving your full potential. One trait above all else influence and inspire others. Authenticity. The reason authentic leaders move us is that leadership comes

People don’t just follow anyone; they follow leaders who have command of the business and the stage. Below are five ways to look and sound like a leader people will want to follow whenever you’re presenting: 1) Dress 25% better than anyone else in the room. Evidence shows

Successful change-agile leaders respond to changes by seizing opportunities, including throwing out old models and developing new ways of doing business. They try to make change thinking contagious, embedding it into everything they do from daily interactions to strategy. Below are five behaviors that, together, create a competitive advantage: 1)

About 70% of leaders rate themselves as inspiring and motivating, and a survey by Forbes found that 65% of employees would forego a pay raise if it meant seeing their leader fired. Gallup engagement survey found that 82% of employees see their leaders as fundamentally uninspiring. We are all driven

For leaders to succeed, team members need to feel supported and inspired by help and hope. Leaders must, therefore, get involved in the day-to-day grind with their team members and be present for the ongoing needs for support and direction. Team members need to be provided with an open line

Exceptional leaders are teachers. They spend time in the trenches with employees, passing on skills, tactics, business principles, and life lessons. Teaching are informal and organic, flowing out of the tasks at hand. When you embrace the role of teacher, you build loyalty, turbocharge your team’s development, and drive

It can be challenging to synchronize tasks across multiple functions. Rather than cooperating, functions may end up competing for power, influence, and resources. Rivalry such as this is more than a nuisance; it’s costly. When such cross-departmental rivalries get heated and conflicts arise, turning to team-building events or motivational

Sailing can teach us a lot about successful collaboration and leadership. Deciding to turn (tack or jibe) a sailboat without announcing the intent in a structured and well-understood sequence to your crew, and allowing them to prepare for it, can have catastrophic outcomes. Similarly in business, deciding to change direction

Simon Sinek [https://startwithwhy.com/]'s timeless Ted [https://www.ted.com/] Talk on his simple but powerful model for inspirational leadership; starting with a golden circle and the question "Why?" --------------------------------------------------------------------------------

Simon Sinek [https://startwithwhy.com/] explains how leadership is not achieved by reaching some status, formal position or title, but through an insatiable appetite for continually learning how to be a better leader. --------------------------------------------------------------------------------

Your leadership success cannot be measured by how many problems you solve. Instead, your role is to build a team that solves problems. Anytime you become the hero by solving a problem, you risk teaching your team that without you, the situation is helpless. -------------------------------------------------------------------------------- Inspired by: Harvard Business Review

"The average baboon looks up at the alpha every 30 seconds or so to see what he is doing. Humans do the same thing when we’ve been promoted, constantly looking up to make sure our boss is seeing and approving of us, which means we’re paying less attention

If you have a management title, you may think of yourself as a leader. However, there are some stark differences between how leaders and managers motivate people toward common goals. The main difference between leaders and managers is that leaders attract a following who believe in their vision, while managers