Apology speeches are best when they actually include an apology.

An apology needs to be an acknowledgment expressing regret or asking pardon for a fault or offense. An apology means something when the audience decides that it is authentic. The audience decides not the speaker. It is not an authentic apology until the audience identifies and accepts it as an authentic apology. Unless and until the audience decides that the apology is at the very least an “I’m sorry” and at the very most “I was wrong,” it does not count as an apology.

the ceo magazine, leadership
Jeremy Kingsley, President, OneLife Leadership

The Underground Railroad is a remarkable chapter in American history. It assisted thousands of enslaved people-maybe as many as 100,000-in escaping to freedom under conditions of grave danger. And it did it with no formal leadership, structure, or staff.

As we commemorate Black History Month, it's an especially apt time to look at some of what the Underground Railroad can teach us about bringing people together to accomplish great things.

Ritch K. Eich, author, Leadership Requires Extra Innings

Whether you are assembling a group of leaders to occupy key posts in your C-suite or fielding a winning Olympic hockey team, many of the essential building blocks are the same.

In an increasingly turbo-charged, competitive, and global business environment, there is plenty of talent to be found around the world.   The biggest challenge is sifting through that talent and putting together a winning team.  What should the CEO of a company or the coach of a hockey team look for when building his or her team? From my experience, there are five core attributes that are essential to putting together a successful team whether that team is in the C-suite or on the ice:

the ceo magazine, leadership

In more than thirty-five years of consulting, I have found that, at the upper echelons of large organizations, natural intelligence differentiates the successful leader from the “also ran.” While you’ll hear debates about the roles of emotional intelligence, vision, and the ability to motivate others, brainpower trumps all. Three main components define what I call Executive Intelligence: Critical thinking, learning ability, and quantitative skills. Of these, critical thinking—that “lick of sense” you hear so much about—is the most important and the least understood.

the ceo magazine, customer retention
Chip R. Bell, author, The 9½ Principles of Innovative Service

Organizations struggle to unravel the real reasons their valued customers leave.  Most gather explanations as a customer closes an account.  What they learn is almost always a tiny glimpse at a misleading symptom and almost never the accurate diagnosis of the true issue. For example, customers rarely leave because of price, changing needs, or poor quality.  Customer insights come from methods that unearth the truth rather than a conflict-avoiding excuse.  Customer forensics® is the deliberate study of the accurate reasons customers leave. 

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