The world of business requires a new, broader sense of purpose that meets the expectations of diverse, global 21st century stakeholders. The imperative and the opportunity is for organizations to reach beyond profit as the single bottom-line measure of success and embrace the triple bottom-line of great financial results, inspiring relationships and a positive reputation in society as a whole.
A good number of decisions in business (and life) include choices that beg selecting the least bad option. Do we pull in that big deal with a discount incentive to dress up this quarter’s poor numbers and in the process, create a hole for the next quarter? Do we go...
To those who served and preserved our freedom, thank you.
Helping a once successful business navigate to new markets is one of the most difficult acts in all of business. The deck is stacked against us in many places, particularly when it comes to the issue of leadership courage.
The biggest barrier to remarkable achievements in our workplaces is not a lack of resources or a shortage of great ideas. Rather, it is a distinct shortage of a very personal attribute: self-confidence. Here are six ideas to help you strengthen your support of these individuals on your team:
Every year, I share my thoughts and encouragement for the latest graduates of our business schools. For this year’s graduates, take a little time to reflect on your accomplishment, recharge, and then pursue the challenges of this world with zeal.
A “difficult employee” experience wreaks havoc on team morale and the manager’s psyche. For some managers, this experience is so painful, it prompts them to redirect in their careers. For others–survivors, they find different ways to turn the negative experience into improved leadership performance in the future. Here are four approaches of leaders who survived and thrived following a toxic employee situation:
I never imagined taking a sabbatical from my work. It turns out, it was remarkable. Here are some observations and insights from my recent travels in Australia, New Zealand and French Polynesia.
We spend a great deal of time reading, writing and training on the physical manifestations of leadership: the actions. In reality, success as a leader requires that we learn to manage and leverage our inner game.
What costs are your own leadership tics and aberrant behaviors imposing on your teams, your firm and on your career? While you’ve been successful, how much success have you left on the table along the way?
