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.

the ceo magazine, leadership qualities,
Kevin & Jackie Freiberg, Authors, Bochy Ball: The Chemistry of Winning and Losing in Baseball, Business and Life

Whether you’re a fan or not, there are countless lessons to borrow from baseball and apply in business. As book critic, Jim Pawlak observed, “Both employ ‘players’ with specialties.  Both have All-Stars (aging, prime, budding,) “A” and “B (bench)” players.  Both deal with roster turnover and compete for free-agent talent. Both face competition and make in-game adjustments because of changing situations.  Both deal with budget constraints. To win, their players must be a team.”

Many great corporate and political leaders will tell you that they watched and admired a parent, older sibling, or another family member or friend speak their mind and take charge of difficult situations. In other words, they saw first-hand the impact of leadership communication to calm a storm or controversy. Speaking out about issues and influencing others to act involves both the will and the skill. You can increase your capacity in both areas—will and skill—by observation, reflection, and practice.

How to Find Your Voice As a Leader: 5 Tips to Speak Up!

the ceo magazine, leadership,
Bob McGannon, Author, Intelligent Disobedience: The Difference Between Good and Great Leaders

While you may have fantastic processes, they won’t generate business improvement. Better results come from staff members who not only think and follow process, but are encouraged to break the rules, when appropriate, to improve your business outcomes.

A recent Harvard Business Review (HBR) article highlighted a research study in the Journal of Clinical and Social Psychology, that most people think they are self-aware, but in fact, only 10-15% of people actually are. 

That’s a pretty astonishing statistic.

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