Unfortunately, many leaders don't articulate what is important. Or why. Or what to do about it.
How do you measure leadership effectiveness?
Leaders have challenges. All leaders do.
Conceptually, people understand the need for clarity. They will agree that when details are lacking, ambiguous or conflicting, it creates problems.
Nearly every client I have is "too busy." Some are proud of this and are clear that they have no intent to change.
It seems as if there are two kinds of people: Those who can’t get started, and those who can’t stop.
In uncertain and anxious times, good communication is critical.
I have to actively watch for this and redirect myself.
Over time, I realized the problems we were working to address were all either created or perpetuated by leaders who ticked off one or more of these categories.
Here are two core roles that all CEOs need to provide.
It is every leader’s role to bring value and life to the situations we're in.
To attract and retain the best people, you need to do two things. First, build a magnetic culture. Second, become a magnetic manager and leader.
As leaders, we are often exposed to more criticism than others.
If you're the kind of leader who wants to create healthier, more respectful, yet more robust interactions in your workplace, here's your next step.
Does it really have to be lonely at the top?
Building a team isn’t the same thing as successfully participating in a team.
What kind of value do you offer?
As I work with leaders, most of my time is spent on how they see, interpret and respond to life.
Keep these in focus when making decisions in crises.
What does it look like to lead in the opposite spirit when you're dealing with conflict?
