The Biggest Blind Spot: Lack of Responsibility as a Role Model

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the ceo magazine, leadership blind spots,
Lou Solomon, CEO & Founder, Interact

Sitting in a boardroom with your leadership team, you might be seduced into believing that you can drive change for employees while avoiding the pain of self-inventory. You might even imagine that your problems are caused by everyone else--and that you have earned the right to expect the trust of employees without taking personal responsibility as the role model for communication practices that build trust.

A New Kind of Leadership (TDT)

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the ceo magazine, leadership
Esen Akter Tekinel, COO/Vice Chair, PMI-Washington, DC

When was the last time your team leader displayed poor interpersonal relationship skills? When did you see a leader escalating tension in an already stressful situation? If your answer is “recently”, this and similar cases can be alleviated with a new leadership model.

The model proposed herein, can help transform the bully culture specific to the IT sector and “the more technical you are, the better leader candidate you are” approach. Only those who value interpersonal relationships can achieve this.

7 Steps to the Inner Mastery of a Viable CEO

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the ceo magazine, leadership
Dr. Sherrie Campbell, Author, Loving Yourself: The Mastery of Being Your Own Person

For elite CEO’s the first steps toward true success should be inward.  Proficient CEO’s understand that mastering who they are comes in harnessing their inner-power, instincts and intuition.  Knowing themselves and their emotional patterns indefinitely leads these CEO’s into to the right deals and business ventures. They are aware without self-awareness they will come up against the counterforce of their own out-of-control emotions which will lead to their downfall.  The more self-aware a leader, the better he or she can predict the power of relationships necessary for their success and most importantly, the powers within them to drive their company to achievement.

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