John Knights, Co-founder and Chairman of LeaderShape Global

It is not surprising that most CEOs and other senior leaders put a brake on their personal development as a leader once they are in that position. First, they got to where they are by being who they are! Who can argue with that? And second, the job as a CEO can often be overwhelming, time-limiting and lonely. And there is so much more operational stuff to learn, in areas where they are not experts.  Hardly surprising that they tend to feel “There is just no time for continuing to develop as a leader”.

Steven Mundahl, CEO and Sharon Massoth, Psychotherapist

Having an aptitude for leadership usually shows up early in life. Yet our greatest strengths also contain elements of our greatest weaknesses. Risk-taking is a good example. (I put a risk-taking quiz on my website for that reason.)

The ability to take good calculated risks can also turn into reckless behavior unless you have a strong “inner coach” at the helm.  We only need to read the morning headline of the latest “outed” leader to ask ourselves:

ceo magazine leadership
John J. Murphy

When people hear the word Zentrepreneur, several questions typically come to mind. What is a zentrepreneur? Who is a zentrepreneur? Am I a zentrepreneur? What limits us from awakening to our inner zentrepreneur? And how do we go about unleashing this extraordinary power and grace? In this article I will answer these questions.

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