the ceo magazine, manage conflict,
Nate Regier, PhD, Co-founder & CEO, Next Element

Conflict is like electricity. It has a lot of potential energy. We use electricity to power our appliances and cell phones. Electricity is very dangerous as well. Anyone who’s been shocked by a bad power cord can testify to that! If you’re a bit of a thrill-seeker but don’t want to get hurt, try touching your tongue to both poles of a fresh nine-volt battery.

Leaders think strategically, understand the critical link between focus and clarity, and appreciate the value of time.  So fewer and fewer are inclined to let others waste their time. Brevity has become a basic communication skill for professionals.

Here are six best practices as a leader:

Be brief when speaking off-the-cuff. Lectures are for the classroom. Make your point and move on. 

The end is near: You can see 2016’s finish line on the horizon. For many teams this is “rally time,” meaning we need everyone super focused and giving their best efforts if we’re going to hit our goals.

While every team is under immense pressure to finish the year strong, far too many will fall short of success. And you can pick them out of the crowd quickly: They lack a specific focus and energy necessary to achieve the team’s purpose.

the ceo magazine, leadership,
Samuel B. Bacharach, Author, The Agenda Mover

Having a leadership pipeline is one of the core responsibilities of a CEO. It is continuity, transference, and evolution of leadership skills that sustains the organization. The question for leaders is, “What type of leaders will assure that your organization will thrive?”

One of the biggest mistakes that I made while running my company, Micrel, for 37 years was to hang on to problem employees – those who were extremely functional in producing a lot of high-quality work, but dysfunctional in the way in which they interfaced with others. 

Why is the Dysfunctional Employee So Hard to Spot?

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