emotional intelligence leadership

Research at the Harvard Business School has shown that Emotional Intelligence (EQ) – the ability to manage our own emotions and connect to the emotions of others – counts for twice as much as IQ and technical skills combined in determining who will be successful in their career and in life.  This is true if you are a CEO, the VP of Sales or Finance, or an individual contributor. 

The business plan. It has been the “must” for every would-be entrepreneur. When I first started out, I read all the books about how to create the perfect one before I ventured out to get funding. While everyone has their own twist on what to include, there are some typical components. They range from an executive summary, to analyzing the competition, customer profiles, marketing and the like. It took quite a bit of time and research to develop my first plan which was lengthy- you might say it was more like a thesis. But, it did help me get funded.

the ceo magazine, leadership qualities,
Andy Sargent, Pack Up Your Troubles: A “Kitbag of Leadership Skills for Busy Managers”

Being a CEO may not be the loneliest job in the world but it certainly competes. When I was advising the Chairman and CEO of a multi national trading corporation, he once said rather wistfully: “You know what the trouble is: everyone wants to give you good news and that’s usual. But it’s worse than that because the so called good news is based on what they think “good” looks like. So what happens when they don’t really know?”

the ceo magazine, executive development,
Larry Sternberg and Kim Turnage, Authors, Managing To Make A Difference:  How To Engage, Retain & Develop Talent For Maximum Performance

For very good reasons, numerous organizations have implemented a competency model as an important component of their executive development program. That sort of investment in people improves retention and engagement, and it increases a person’s capacity to add value.

the ceo magazine, corporate culture,
Justin Gwin, Risk Advisory Services Manager, Kaufman Rossin

Many recent high-profile scandals, such as those at Toshiba, Volkswagen, FIFA, and Wells Fargo, have shown the adverse effect of having a poor corporate culture. 

Toshiba’s $1.2 billion profit inflation scandal, which occurred over seven years and came to light last summer, was called “the most damaging event for the brand in the company’s 140-year history” by the outgoing CEO.  The Independent Investigation Committee concluded that “there existed a corporate culture at Toshiba where it was impossible to go against the boss’ will.” In less than six months from the initial announcement, the scandal had wiped roughly $8 billion off Toshiba’s market value.

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