the ceo magazine, leadership
Jim Bathurst, Retired Marine Colonel and Author

Imagine being the executive assistant to the Marketing Division President of a Fortune 500 company, and the CEO periodically comes down from his ivory tower, walks by your desk, and never acknowledges you even exist. That is but one example of the leadership my wife witnessed while working in the corporate world.

I learned much in my 36 years as a Marine, but the ability to influence people in a positive way tops the list—I cannot imagine how some of the leadership examples she shared with me would lead to a strong or successful organization.

Johnny Manziel, the 22nd pick in this year’s draft, went where no college player has gone before. Not in 78 years. The NFL draft started in 1936.  Let’s do the Math. Well, math is not really my thing so let’s do the estimating thing. Roughly 12,000 football players have played in the NFL. And no one went where Johnny Football dared to go. 

the ceo magazine, leadership

There are so many books and speeches/seminars on leadership, yet there are so few leaders. The demand for great leadership has never been higher. Today, the pace of change in business is dramatically faster than in earlier times. Top executives in firms today report fiercer competitive business environments and more globalized patterns of operations than ever. Technological advances continue to significantly impact both communication infrastructures and the strategic business decisions that executives make in terms of trade, resources, and competition.

the ceo magazine, leadership
Deb Weidenhamer, CEO, iPai Auctions and Auction Systems Auctioneers & Appraisers  

After founding and operating several companies over the last 18 years, I’m confident of one thing: The success of any business depends on the quality of its management team. When a company struggles, the problems inevitably stem from issues with the leader. When a department flourishes, it generally has a cohesive team working for and with a talented leader.

the ceo magazine, leadership

Trust-building is often considered a “soft” component of management – one that can be delegated to an HR committee, trotted out during team-building activities, or shelved altogether in lieu of more “concrete” strategic initiatives. While it’s true that the trust people have in you is intangible, that doesn’t mean paying attention to it is optional. If you want to have a high functioning business – and become a high-functioning leader – you simply can’t afford to ignore one of the most basic drivers of human relationships and your leadership effectiveness.

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