Mostafa Sayyadi, Author, Transformational Leadership: How To Prosper as a Leader In Today's Hypercompetitive Environment

Today‘s globalized nature of competitiveness is placing more pressure on organizations to employ effective leaders, males or females, who are capable of improving employee well-being and staff satisfaction. There are many academic studies that focus on the managerial factors that drive employee well-being and staff satisfaction. Female leadership is one such area that plays a critical role and is a strategic prerequisite for business success in today’s hypercompetitive environment. For example, Mary T. Barra (CEO of General Motors), Indra Nooyi (CEO of PepsiCo) and Ginni Rometty (CEO of IBM) have been posited as female leaders as they converted many brilliant people to follow them.

In a world where someone can walk into a restaurant, shopping mall, or school and open fire on hundreds of innocent people, where jobs disappear overnight, where cancer appears suddenly on a scan, people grasp for order, stability, and control.

They demand the same from communication coming to them––the email, instruction, or announcement should make sense for them personally. Generic messages about change get ignored.

Be Specific and Concrete

Leaders use the following vague statements in many different scenarios––with a multitude of meanings.

the ceo magazine, leadership,
Lior Arussy, CEO, Strativity

Organizations and executives crave predictability and consistency. Bearing the burden of accountability to stockholders and stakeholders, CEOs seek complete visibility to their companies’ operation, performance, and results. This obsession with consistency and predictability is what often keeps organizations from adapting more quickly to the changing environments in the market and to evolving customers’ tastes. In search of the perfect, well-planned strategy, CEOs delay execution and arrive at the finish line (if there ever is one) with a less than relevant performance at best.

Having Difficult Conversations Isn't Easy

One of the most important things a CEO must do is have skillful difficult conversations – holding people accountable, rolling out change people don’t like, pushing back with the board, and for those of you with teenagers, telling them “no” to something they really, REALLY, want.    I’ve trained and coached many CEO’s, and these are 4 common mistakes that they (and I) make that will trigger other people defensive emotions when having a difficult conversation:

the ceo magazine, leadership,
Jonathan Terrell, Founder & President, KCIC

On February 5, 2018, I became one of a small number of people from around the globe to complete the World Marathon Challenge — seven marathons, in seven days, on all seven continents.

It was a grueling experience, but I was successful because I applied several lessons I’ve learned since transforming myself into an endurance athlete seven years ago after feeling unhealthy and overweight. While I am a pretty fair athlete now, I don’t win races. I am just a regular guy who decided to get in shape and do something extraordinary for a cause I believe in. 

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