the ceo magazine, time management,
Rick Miller, Author, Be Chief: It’s a Choice, Not a Title

Those who occupy the corner office know that expectations and opinions about WHAT should be done and HOW it should be done come from all directions. And while there is a wide variance in the “what’s” of CEO decision making, the “how’s” are delivered with surprising uniformity by CEOs across almost every industry. In particular, everyone expects those at the top to be confident, clear, concise, compelling, and consistent (the 5 C’s).

the ceo magazine, leadership,
Chip R. Bell, Author, Kaleidoscope:  Delivering Innovative Service That Sparkles

There was a Muppet character on Sesame Street who was an enthusiastic chef with such a strong Swedish accent you could not understand a single word he said.  His sketch appeared like a Julia Childs style cooking show.  My son was eight or nine at the time, and it made him laugh every time.  My late business partner was of Swedish heritage and from Minnesota.  He loved telling jokes about Minnesotans with Swedish accents.  While you could understand all his words, his accent sounded much like the Muppet character. 

Nobody I know proudly brags about being a micromanager. Frankly, most vehemently deny the label. Yet the workplace overflows with them. Here’s how to spot them on your team before you give them even bigger opportunities to frustrate the people who work with them. And if deep down you fear you may be falling into the micromanagement trap yourself, consider these signs before it’s too late to make a change.

Micromanagers Complain About Work Overload

On the good days as leader, you feel like a winning coach at the Super Bowl. On the bad days, you feel as though you’re skiing just a few feet ahead of an avalanche. Most days fall somewhere in between.

To increase your chances of more good days than bad, check your leadership aptitudes and attitudes:

Are You Emotionally “UP” As a Leader?

Show UP as a Leader

For many decades, the citizenry has consistently given Congress the lowest ratings of the three branches of government. The reasons for such low ratings:

the ceo magazine, innovation,
Geoff Tuff and Steven Goldbach, Authors, Detonate: Why – and How – Corporations Must Blow up Best Practices (and Bring a Beginner’s Mind) to Survive

There aren’t many successful CEOs in the world who feel frozen when they need to take action.  But there is one choice that can feel paralyzing: when the time comes to blow up a part of the business that is working today but is unlikely to work in the future. Making this decision can be especially challenging when a leader is replacing something that works, with a new thing that has never been done before or never proven to work. While the need to address long-term capability may seem obvious, the need to “deliver the business” creates an urgent and important dilemma.

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