Leaders Must Have the “Edge” to Drive Change

Leaders Must Have the “Edge” to Drive Change

This article is the third in the “All Change is Personal” series looking at three traps that leaders need to manage in order to steward their organization through change efforts.  To read the first two articles in the series and learn what Trap’s #1 and #2 are, click here:

Trap #3:  Lacking Sufficient Edge to Get the Job Done

Pop quiz here:

  • Do you sometimes second-guess yourself about decisions until opportunities pass?
  • Do colleagues and clients frequently seek your opinion on their big decisions?
  • Do you often get feedback on the quality of your contributions in meetings?
  • Do those meeting ideas produce the results you intend?

Like artists, wise leaders analyze and focus on a situation or problem. Then they decide and act. And even then, as theologian and author Oswald Chambers put it: “It’s never wise to be cocksure.”

the ceo magazine, succession planning,
J. Benjamin English, Partner, Hirschler Fleischer

Regardless of their industry, chief executive officers inevitably confront the need to transition ownership and management of their business to others. Whatever form this transition takes — to the next generation in a family business, to a management team buying out the owner or to a third-party buyer — it involves a new set of risks and opportunities that differ from those encountered in normal operations. A CEO must be prepared to meet these challenges through a process of succession planning.

the ceo magazine, marketing,
Kris Reid, Founder & CEO, Ardor Media Factory

In the digital age, word of mouth is translated through the buzz created by your blog readers and social media followers when they view content that is worth sharing. Not just any kind; it requires authority – that is, your recognized expertise, positive reputation, and credibility in your field – to create long lasting, impactful effect that will help you stay relevant amidst all the developing technology, the increasing pace of your consumers’ lifestyles, and the changing content marketing trends and Google algorithms.

the ceo magazine, collaboration,
Karen Gordon, CEO, 5 Dynamics

What does neuroscience have to do with cooperation and collaboration? In a word, everything. The brain is made up of neural pathways that are composed of bundles of neurons, many of which were forged early in life. Scientists used to believe that these pathways were frozen by age 25, but they now know that isn’t true. Your early brain development does influence the way you look at the world, process information, and connect with others, but with sustained and consistent practice, your brain can create new neural pathways. It starts by understanding your unique brain roadmap.

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