How to Become An Inspiring Leader

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the ceo magazine, leadership
Gordon Tredgold

When it comes to being an inspiring leader there are really only 2 things that we need to do.

  1. Create an inspiring vision
  2. Create belief that the vision can be achieved

When we create an inspiring vision we create the desire in our teams, or within ourselves, to achieve the dream. It becomes something that we want to do.  If the vision or goal doesn’t catch our imagination, then why would we make any effort to achieve it, there isn’t any real reason or personal satisfaction in achieving it, and consequently we probably wouldn’t even try to achieve.

All CEO’s Need An Executive Coach #2: The Decision to be Vulnerable (more thoughts)

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the ceo magazine, leadership
“When CEO’s and all leaders start displaying an equal or greater passion for wanting to achieve accuracy and objectivity in how they are seen as leaders compared to the passion they display for wanting to achieve accuracy and objectivity in the operations they manage, this will mark the beginning to the end of the world’s leadership crisis”…John Mattone

Can Executive Presence be Measured? Yes, and with Rigor

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the ceo magazine, leadership
Suzanne Bates, CEO, Bates Communications

How many leaders have walked onto a big stage and stumbled at precisely the moment when we hoped they would shine? When Mary Barra appeared before Congress in April to answer for events leading to GM’s recall of 1.6 million vehicles with faulty ignitions, her careful, overly-scripted testimony landed with a thud. The moment cried out for Barra to show up as the CEO heralded to be the “new GM” and to appear concerned, sincere and authentic. Instead of reassuring the public that GM would address the issues, and expressing empathy toward the victims, her responses inspired a Saturday Night Live opening skit that lampooned her lack of candor and responsiveness.

People *Like* Consensus

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the ceo magazine, decision making

The movement advocating consensus decision-making happened at about the same time as the human resources movement emerged. People researched democratic decision-making, advocated for more group involvement, and promised new-found synergy among members of the decision-making team. But not until the past five years have leaders sought to have their direct reports *like* their decisions.

Leadership is An Echo

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the ceo magazine, leadership
Chip R. Bell

I arrived at the Ritz-Carlton Buckhead in Atlanta late in the afternoon at the end of a week on the road.  My dress pants needed pressing for an early morning keynote.  Dialing the hotel housekeeping department I was told that someone would be right up to get my trousers.  Moments later, a tiny Asian women in her mid-fifties knocked on my door.  When I gave her my pants she informed me she would have them back to me in less than an hour.  “If you have to leave,” she told me, “your pants will be waiting for you in your closet.”

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