the ceo magazine, leadership

In more than thirty-five years of consulting, I have found that, at the upper echelons of large organizations, natural intelligence differentiates the successful leader from the “also ran.” While you’ll hear debates about the roles of emotional intelligence, vision, and the ability to motivate others, brainpower trumps all. Three main components define what I call Executive Intelligence: Critical thinking, learning ability, and quantitative skills. Of these, critical thinking—that “lick of sense” you hear so much about—is the most important and the least understood.

Blame destroys motivation and trust
Todd C. Williams, Founder & President, eCameron, Inc.

Listening to last year's debate on the troubles with the Healthcare.gov website it struck me how the blame game destroys business. What at times was more finger pointing than substantive debate about the Obamacare website revolved around "who are we going to fire" rather than how do we make government projects successful and prevent reoccurring failures. And, just when I thought it was over, earlier this week I heard Bill O'Reilly, amidst a solid grilling of President Obama, ask "Why didn't you fire Sebelius?"

the ceo magazine

The emotion-based approach to preparing a speech is a novel idea in verbal communications. It considers a speech as an emotional journey for the speaker and his audience. The focus on emotions helps speakers prepare memorable speeches and impact their audience.

How would you prepare a speech for a dinner gala? Let’s follow the steps to write an emotion-based speech.

I have often said that a smart sociopath is a leader’s worst nightmare. These snakes in business casual generate more havoc in a shorter period of time than anyone else—and they often make doing so look good, at least in the short run.

But we don’t give enough attention to the second biggest problem: the overachieving, nose-to-the-grindstone, works-sixty-hours-a-week go-getter idiot. These people proudly put in more face time than anyone else, take the jobs that other eschew, and smugly announce that they have no time for a balanced life because their work defines them.  Although this list contains laudable behaviors, the operative word we should consider is “idiot.”

ceo magazine, leadership

CEOs and other C-Level executives are expected to bring results – to keep their eyes on the bottom line driving productivity, efficiencies, time to market, new products and services. So, what approach are they utilizing to facilitate that bottom line? That’s the question most CEOs ask themselves in order to find the payoff.  

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