Make Leading A Better Job

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the ceo magazine, leadership qualities,
Ilene Marcus, Author, Managing Annoying People: 7 Proven Tactics To Maximize Team Performance

How can leadership be a better job?  As a boss, all eyes are on us whether we like it or not.  Our key responsibility is to embody the soul of our company’s efforts; to display the values and commitment of our brand proposition.  That’s our job no matter what is going on in our head, our personal life, or with our feelings.  When we are distracted, reactions become visceral.  Acting on instinct is usually primal.  If you can’t identify the emotion, especially in a business setting, your expressions signal your customers, funders, board, and team.   What do they signal?  That’s the billion-dollar question.  What do your reactions convey to those you are leading?

How To Be The CEO with Leadership Material

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the ceo magazine, leadership,
Vincent Spivey

Every CEO dreams to be the leadership material that their employees would want to stick to for the rest of their careers. Great employees are great coworkers, and it is the goal of the CEO to keep them and maintain a healthy and growing relationship with them.

Letting some good people go and seeing them bloom in another company is probably the worst nightmare a leader could have. If you ever wonder why some of your best employees don’t last. Here are a few things about being a leadership material that you need to know.

Don’t Breed Stale Leaders

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the ceo magazine, courageous leadership,
Jeremy Cage, Author, All Dreams on Deck

Far too many companies today are breeding stale ‘senior leaders’.  They work 24/7 behind a desk for years and then, when they’re called upon to implement change or make other important decisions, they lack one of the most important tools to be truly effective.  They lack courage.  It doesn’t matter if you are a genius at analyzing your business, defining objectives, or articulating strategies.  If you don’t consistently exercise your ‘courage muscle’ and demonstrate that courage in front of your peers, your superiors, or those you lead, you will not test your limits, and you will fall short of achieving your full potential. 

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