the ceo magazine, productivity,
Marc Effron, President, Talent Strategy Group

It may seem challenging to extract even higher performance from your already driven and overworked team, but science suggests that even hard-working leaders leave significant performance “on the table.” The good news is higher performance doesn’t require that you embrace another new management fad. The boost happens when you apply what’s already scientifically-proven to improve performance at work.

the ceo magazine, leadership qualities,
Paul J. Zak, PhD, Professor, Claremont Graduate University

Fear or love?  At the most basic level, these are a leader's choices when seeking to motivate followers. Most managers, perhaps due to some hangover from the eighteenth century, lead by fear because, well, it works. Fear may not be explicit, though some managers still scream and yell, but it is often implicit in the "do this or you're out" approach.

Today, we hear a lot about seemingly squishy leadership approaches like "empathy," "humanity" and even "love."  Many business leaders I know would be happy to be Mr. or Ms. Nice at work but they have a feeling that this leadership style is not going to get the job done.  Or, at least that has been the prevailing wisdom.

the ceo magazine, governance,
James Bowen & Brian MacNeice, Managing Directors, Kotinos Partners & Authors, Powerhouse – Insider Accounts into the World’s Greatest High Performance Organizations

By governance we mean the model by which an institution is run. Thinking about governance is the “stuff” of management and one of the tasks to which leaders look forward the least. In a high-performance context, however, governance is where the rubber hits the road.

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