Linda Henman

Dr. Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. 

the ceo magazine, mentoring,

           If you played sports in school, did the coach play everyone equally? Create an egalitarian form of governance in which each person had a say? Or, did the stars, the one who had the innate athletic ability and drive to put it into action receive a disproportionate amount of playing time and the coach’s attention? If you won many games, I suspect the second scenario. Fairness demands each person receive an equal opportunity to succeed, not equal treatment along the way.

In September chief executive Jeff Smisek, and two senior officials of United Airlines stepped down in response to a federal investigation into whether the airline had traded favors with the chairman of the Port Authority of New York and New Jersey. The scandal involved United agreeing to reinstate money-losing flights to the airport nearest the weekend home of the authority’s chairman, David Samson, in return for improvements the airline wanted at Newark Liberty International Airport, where it is the biggest carrier.

the ceo magazine, business management,

Each year clients hire me to help them make tough decisions, but in the process, I learn as much as they do. Some of the things I discovered this year reinforced lessons I discovered previously, but every year brings surprises too. Here are my recommended New Year’s resolutions for anyone who wants to improve a business in 2016:

the ceo magazine, decision making,

           When leaders continually and constantly grapple with tough questions and develop a list of standards that serves as more than a pretty poster, their beliefs serve as the bedrock of the organization’s strategy and provide guidelines about how and what to change. When beliefs veer from espoused values and create a dysfunctional or confusing set of standards, the opposite occurs; and people start to behave in ways that hurt the organization.

the ceo magazine, managing fear

When we silence the fears in our heads, we clear the way for more dispassionate, rational thinking. That allows us to shift from a fear mentality (there will never be enough) to one of fortitude (I have plenty, or at least enough) to be successful/ happy/respected/financially stable. A mindset shift leads to better calls, but it starts with replacing fear with fortitude.



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