Formulate, articulate, communicate, cajole, and inspire individuals and teams to collaborate to create a future that becomes your legacy.

the ceo magazine, organizational culture,
Riaz Khadem

Add up all the time wasted doing things that aren’t important in your organization—by you, your direct reports and those reporting to you indirectly. You’ll probably end up with a large number. That number represents your organization’s misalignment.

We once facilitated an executive session with a large company that included three levels of managers. A manager and her direct report volunteered for an exercise you may wish to try in your company.

the ceo magazine, leadership,
Jeff Thompson, MD, CEO Emeritus and Executive Advisor, Gundersen Healthy System

As CEOs we are generally very skilled at strategic planning or operational implementation. Many are great at recruiting and others are superb at building strong teams or diverse partnerships. All of those are very important. But one of the key pieces that many of us do poorly is managing marginal performances or behavior by other senior leaders or recognized “rising stars” in the organization.

the ceo magazine, leadership qualities,
Diana Jones, Author, Leadership Material: How Personal Experience Shapes Executive Presence

Leaders maintaining relationships and emotional equilibrium under stressful conditions is more important than technical acumen. This capacity is prerequisite for inspiring others. Leaders with presence remain steady under pressure.

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