the ceo magazine, leadership, employee engagement,

Years ago, I worked for a boss who would have told you how much he admired, encouraged, and inspired discretionary effort. And he would have been wrong on all counts. However, he would have also told you that he went to great lengths to hire highly motivated people who would ensure his success as a business owner, and he would have been right about that. So, how did the wheels come off his plan?

Highly motivated people don’t need external forces to encourage them to go above and beyond. It’s in their DNA. But these same top performers can cease to perform when their bosses engage in demotivating behaviors, as my former boss did.

the ceo magazine, leadership,
Mostafa Sayyadi, Author, Transformational Leadership: How To Prosper as a Leader In Today's Hypercompetitive Environment

“A leader. . .is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”

— Nelson Mandela

The business environment is constantly changing as organizations are increasingly participating in global markets. Hypercompetition has become the norm. Organizations compete globally but must think locally if they expect to exceed. These new and improved globalized markets place demands on the roles of leaders in organizations operating in this modern environment. Leaders are, in fact, faced with challenging economic conditions today with global competition increasing and the need to be number one or two in an industry or fail to keep up with the market place.

the ceo magazine, productivity,
Camille Preston, CEO and Founder, AIM Leadership

Most leaders already know that amazing feeling of being in the zone, or in flow. What many leaders don’t know is how to generate that feeling more often and help others do the same.

The concept of flow was first studied by University of Chicago psychology professor, Mihaly Csikszentmihalyi over forty years ago. Flow is a state of high cognition where we are present and intentionally focused. A 2013 study by McKinsey & Company found that executives who can increase the amount of time they spend in flow by 15 to 20 percent double their productivity. Clearly, then, being in flow is great for the bottom line, but how do we get there more often?

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