the ceo magazine, leadership,
Karen Kimsey-House, CEO, Coaches Training Institute

Organizational leaders tend to believe that people will trust them more if they are always certain and clear with ready solutions for difficult problems.  In reality, the opposite is true.  When the courage to risk failure and the transparency of owning mistakes is balanced with a clear commitment to learning, trusts grows quickly.. 

the ceo magazine, leadership,
John Manning, President, Management Action Programs, Inc & Author, The Disciplined Leader: Keeping the Focus on What Really Matters

As your company’s leader, there are a gazillion ways you can go about determining if your business is on track. But when it comes to understanding productivity, as in how productive your people are relative to the results they’re creating, the last thing you want is to go on a wild goose chase, trying to find out what’s working and what’s not.

Cornelia Gamlem and Barbara Mitchell, Authors, The Essential Workplace Conflict Handbook

A common dilemma for many CEOs is whether their team members and the firm’s associates are giving them honest feedback or merely telling them what they want to hear. Are major problems being covered up? Are major problems being solved without making the CEO aware that there was a problem? Are major problems being brought to his attention, and if not, why not?

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