The world became a little less creative, a little less gentle, and just a bit less interesting last week when Eric Lieberman passed away unexpectedly. Eric was a friend for twenty years. He also happened to be my boss for part of that time. Here are some reflections on life and leadership lessons I learned from him along the way.
We personally love the idea that we can live our purpose every day, not only in our lives and career, but can extend that purpose through the choices of who we buy from and those we don’t buy from. We’re optimistic that if we follow our purpose, we’ll support a growing number of companies which are creating social good.
Leaders too often exist in a bubble of their own creation. They view their actions and utterances through their own filters and fail to take into account how they are perceived by others. Objects staring back at you in the mirror are not always as they appear.
A day in the life of a manager is a day spent navigating challenging communication situations. Successful managers understand the importance of building their messages using the three legs of the communication stool. They also understand how to apply six key rules and tools to succeed in challenging communication situations.
Managing can be rewarding and exciting. It also can be disastrous for your career. Before making the move to manager, ask and answer these 10 questions:
In a world where our organizations face a chronic shortage of leadership talent to navigate uncertainty and change, it's time to rethink our approach to leadership development. In this article, I suggest an alternative approach, the clinic model for leadership development. Consider this more a "What if?" prompter on finding new ways to address the whole-person and to integrate and sustain development over time.
Too many managers and organizational leaders emphasize answers and directives over questions. You are leaving performance and innovation on the table if you do this. Instead, know that your curiosity is contagious and start leading with open-ended, thought-provoking questions.
You’ll rarely meet a CEO or top executive suggesting, “What we need to do is slow down.” This counter-intuitive guidance in a world seemingly spinning faster-and-faster flies in the face of conventional thinking and practice, yet in matters of strategy, slowing down to move faster, is often the recipe for success
While some leadership behaviors are timeless, the context in which we lead is ever-changing. Here are ten leadership behaviors for emerging leaders in our era of volatility and uncertainty.
Sometimes the simplest solutions are the best. Ideas are the engines of innovation, yet too often they are visible for just a flash of time. In reality, we need ways to curate and develop ideas. Try building an idea lab. All you need to get started is a few spare walls, some low-cost materials and some starter ideas! Just be careful, as you may very well change your firm's future in the process.
