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Compass

Best Books

The Next Level

No Excuses!

How the Best Leaders Lead

The Power of Strategic Commitment

Strategic Acceleration

The Leadership Challenge

Influence

Executive Stamina

The Voice of Authority

Executive Intelligence

The Innkeeper Tales

The Definitive Drucker

The Flip Side

Goal Free Living

Leadership Passages

Fierce Conversations

 

 

Full Engagement! Inspire, Motivate, and Bring Out the Best in Your People
a conversation with Brian Tracy

Welcome to the new world of business. Managers today have to do more with less, and get better results from limited resources, more than ever before. A good manager with a clear vision can quickly organize a group of average performers into a peak performance team that is capable of achieving tremendous results for the company. It's not difficult; you just need to learn how to do it.

Better Decision Making the Gateway to Superior Solutions
by Avil Beckford, President, Ambeck Enterprise

Decision-making, a step in the problem-solving process refers to identifying alternative solutions and choosing from among them. There are many decision making models available ranging from the simple to the complex where weights are assigned to each possible solution. However, for most workplace situations, a simple yet detailed process will suffice, while giving you more than the fundamentals.

The Worst Mistake You Can Make When Overloaded
by Ann Latham

When there is too much to do, things fall through the cracks, delays become epidemic, and stress spirals out of control. If others are involved, discord brews and respect erodes. The result is rarely pretty. But it doesn’t have to be that way. When there is too much to do, there are only six possibilities. The good news is that five of them are effective. The bad news is that most people choose the sixth.

Influencing Powerful People
by Dirk Schlimm

Despite a deluge of literature extolling the virtue of emotional intelligence, participatory management and similar (valuable) concepts, people, and especially those in power, are by and large difficult to deal with. And even with more enlightened bosses it will pay huge dividends if you take active responsibility for building the relationship and making things work.

The Role of Decisiveness in Achieving Results
by Denny Strigl and Frank Swiatek

Decisive managers understand that their decisions may not be perfect and, therefore, that modifications may be needed. They don't hesitate to modify or alter their decisions when it becomes clear that the original decision isn't working out exactly as planned. The effective manager knows that making a decision and taking action is almost always better than taking no action at all.

Eleven Negotiation Strategies to Boost Your Business
by Jim Camp

Running a business entails dozens of negotiations every day: getting employees to learn a new process or program, making personnel decisions, managing conflict, dealing with customers and suppliers, wooing new clients, improving sales, working out pricing, and so on. The best way to boost your effectiveness as a manager or boss is to learn some basic skills used by professional negotiators. Here are eleven of them.

11 Ways to Get What You Want in 2011
by Jim Camp

Most of us have been taught that if we want others to cooperate with us, we have to compromise -- that is, to get something, we have to give something. There's a better way, however, to getting what you want: Start with no. So, if your New Year's resolutions for 2011 include being more assertive, standing up for yourself, and reaching your goals, the "No" system can be your ticket to success.

The “Big Deal”… To Be(lieve) or Not to Be(lieve), That is the Question!
by Jerry Vieira, CMC, President & Founder The QMP Group

How does a manager or business owner really know if the “Big Deal” a sales person is telling him about is going to close? How does anyone make sound decisions regarding inventory, people, equipment and other business enablers without knowing the “Big Deal’s” true probability of closing? This article offers 6 questions to ask that will get to the reality of the “Big Deal”.

How to Improve Peak Performance at Work – And on the Golf Course Using 5 Inner Resources
by Craig Sigl

Peak performance in golf and business has many parallels. If you think of yourself on the course and at the office as the same person, you will find powerful inner resources that will help you achieve your goals faster! 

Persuader-In-Chief: The CEO’s Role in Winning Hearts and Minds to Make a Merger Successful
by Ken Banta and Rick Heinick

To make a merger or acquisition successful, the CEO has to play a vital role, one that often is overlooked.  The CEO must be the champion, the point person, the driving force in the effort to persuade employees to dedicate themselves to helping achieve the merger's goals. Generating everyone's enthusiasm and active support is essential for overcoming the many obstacles that work against M&A success and which derail so many mergers.

Whose Job Are You Doing?
by Liz Weber

I had a work session with a client who wanted to discuss what to do with his General Manager who has been micro-managing his Operations Director and other staff. The General Manager's micro-managing has caused three key staff members to resign and the Operations Director has threatened to do so too. What was my client, the company owner, to do?

How to Think Like Lincoln
by Gene Griessman, Ph.D.

Abraham Lincoln, one of the greatest thinkers the United States has produced, grew up in a culture that held thinking in low esteem. Yet this quintessential American politician became an intellectual.  He was thinking all the time.  In fact, we know quite a bit about Lincoln's thought processes.

Are You an Effective Negotiator? Take this Quiz to Find Out!
by Jim Camp

Most Americans are schooled in emotion-based, feel-good, win-win negotiating strategies. We are taught to “close the deal” at all costs, and to value friendships and goodwill above all else over the long term. These conventional deal-making behaviors make you easy prey to an experienced negotiator.

Four Questions to Test Your Leadership
by Lucille Maddalena, Ed.D.

We all enjoy working with people who have a high potential for success.  Perhaps my techniques will enable you to identify, attract and develop future leaders.  And, the same techniques might be useful for you personally, as part of your on-going self-evaluation of your leadership potential.

How to Predict Behavior Like Abraham Lincoln Did
by Gene Griessman, Ph.D.

Abraham Lincoln had an uncanny ability to predict behavior.   For example, when Lincoln was President, he told one of his associates how every member of Congress would vote on a particular bill.   To make the point, he wrote down what their votes would be.   Sure enough, when the votes were tallied, Lincoln was on target for virtually every vote cast.  How did he do this?

Do Your Job: Avoid The Domino Effect
by Liz Weber
Someone on your team didn't do their job correctly, completely, or in a timely fashion. Because of that person's failure to do the job you and others on the team are now scrambling to do your parts to ensure the final product appears professional, smooth, and of your expected high standards. If you're like most people and most organizations, that situation probably happened to you at least once within the past week or two - right?

INSTINCTUAL FOCUS: The Tale of the Praying Mantis
by Lucille Maddalena, Ed.D.

The premise is that by clearing our minds of the clutter, turning off the distractions and relaxing our bodies, our minds are more receptive to contemplative thinking. We are renewing our ability to make free associations, to allow our thoughts to explore different options, and test connections we might reject or overlook when under stress.

How to Disagree With the Boss
by Gene Griessman, Ph.D.

Considerable skill is required to successfully say to someone in a power position, "I want to do it my way instead of your way." Yet this skill is often needed by leaders at every level--whether you're a three-star general communicating with a four-star general, a CEO with a board member or key investors, a vice president with your CEO, a teacher with your principal, or an account manager with your client. 

Answer Any Question With Fact-Based Decision Making
by Moe Kelley

Every day, executives make difficult decisions with incomplete information and limited resources under tight deadlines, with millions of dollars at stake, never mind the lives and careers of their employees. Yet too often these decisions are made not by analyzing relevant and reliable data, but through organizational politics, formal authority, or persuasive champions.

The 7 Reasons CEOs Fail
by Jacqueline Moore

So you’re going to be chief executive one day. But once you’ve got there, how are you going to hang on to your job? Because the bad news is there have been many high-profile failures in recent months and years. The good news is that it IS possible to learn from those mistakes. This is leadership training from the real world, not the ivory tower. Are you ready?

Why the Best Leaders Are the Best Leaders
by John C. Maxwell

Ask Yankees and Dodgers fans, and they will tell you that Joe Torre's leadership matters. However, they may not be able to tell you exactly why Joe Torre is an excellent leader. What's true of the fans in New York and Los Angeles is true for many of us. We experience the effects of leadership without understanding the cause. In this article, I hope to make plain why the best leaders are the best leaders.

Management Styles — Directing, Discussing, & Delegating
by Paul B. Thornton
Like a good doctor, managers must diagnose the situation before deciding what management style to use. Using the appropriate management style provides employees with the direction, involvement, support or freedom they need to be successful. As employees gain experience, skills and confidence managers need to move from directing to discussing to delegating.

Leaders Doing Good and Doing Well
by Bob Prosen
As the global market continues to accelerate, so does the need for leaders who have the courage to “do good and do well.” How can you ensure that you do right by the company, employees, and community? It’s not just about what’s easy, politically correct, or comfortable—it is about having the fortitude to make the right decisions despite the obstacles or what the mainstream might want us to do.

Time-Effective Fitness: The 4 Ways to Make Your Workout Most Effective
by Marty Seldman and Joshua Seldman
A question that often comes up is how can today’s top employees and leaders increase their performance and effectiveness and at the same time maintain their health and emotional well being?  For today’s busy leaders and ambitious employee’s the answer is simple:  time-effective fitness. Time-effective fitness is the simplest answer that busy executives have to the question of how to achieve their career goals and maintain their health, family and personal well being.

Leadership Training for New Managers: How to Go From Peer to Manager in 5 Easy Steps
by Kevin Berchelmann
Leadership is a skill, and one that is as critical at this first juncture as it is for a Fortune 100 CEO.  Yesterday, you may have talked about your boss.  Today, they may be talking about you.  Making the leap from co-worker to leader does not have to be difficult, but it absolutely must be a change from how you behaved before.

COMMIT COMMIT!  Where Discipline Meets Action
by Waldo Waldman

December 21, 1998—a brisk winter day in Saudi Arabia. I was stationed on my first combat deployment, flying missions to enforce the Iraqi southern no-fly zone. Inexperienced and quite nervous, I was scheduled to take off on only the fourth combat sortie of my career. It was a mission I’ll never forget.

Accountability: Payoffs are Impressive
by John Patterson and Chip Bell

Accountability is both the sweet spot and Achilles heel of most leaders. Leaders learn early the importance of holding employees accountable for results. Despite its downbeat reputation, accountability, effectively executed, remains the keystone for trust between leaders and employees, employees and customers.

Identifying High-Payoff Activities
by Marty Seldman and Joshua Seldman
The old adage, ‘‘Work smarter, not harder,’’ is actually very sound advice for executives. Though the concept resonates with everyone, we often forget to apply it in our daily lives. What is the best use of your time? Only you can answer that question, and it will be different for everyone, and will change with circumstances. Nevertheless, there are some guidelines you can follow to help you identify those activities that should be a priority in your current role.

Lose Sight, Lose Fight - How Focused Vision Leads To Victory
by Waldo Waldman
We have a saying in the fighter pilot world, "lose sight, lose fight." Lose sight for just a second of the ground or aerial target, and chances are you'll lose the fight (i.e. miss the target or get shot down). It takes intense concentration, discipline, and focus to keep sight. Your vision is only as good as how well you see the immediate target.

Leading During Turbulent Times
by Bob Prosen
One of a leader's greatest challenges is being at the helm during turbulent times while keeping your employees at the top of their game. As more and more companies enter the global market place, competition, change and uncertainty increase. This is when leaders must lead with confidence, wisdom and courage.

How Great Managers Capture Profit Pools - and Anticipate or Precipitate Shift
by Mark Gottfredson and Steve Schaubert
As a general manager, your job is to devise a strategy for performance improvement. Insight into your customers’ preferences and behaviors, and into how those preferences and behaviors might change over time, is essential. There are a number of valuable analytical tools that will help you turn up data and insights about all the sources of profit-pool shifts.

Leadership, Failure and Resilience
by Jeffrey D. Yergler

The wounds of failure run deep and are extremely difficult to recover from. What makes the difference? What allows some leaders to navigate their way through the pain, suffering and humiliation while others remain paralyzed? The difference is what I call deep resilience.

Be Fair and Share
by Liz Weber

Are you being fair with your managers? Are you sharing critical information with them in a timely manner? Are you developing performance standards for them and the company and then not sharing those standards with them? If you answered, "Yes, Yes, and No" that's great. You'd be surprised at how many business owners and managers aren't being fair and are not sharing critical information with their own managers -- and don't realize it.

Six Quick Tips to Build Charisma
by Karla Brandau

Successful people, who want to have the power of persuasion, turn their circle of activity and interest outward. They expand their centers to be as conscious of the world around them as they are of themselves. They develop what we call, charisma.

Shaping Experiences
by Stephen H. Baum

Your leadership core is nurtured and grown out of shaping experiences you encounter and often pursue throughout your life. I've identified ten archetypal shaping experiences that mold people into leaders, developing their leadership traits and providing the knowledge and skills crucial to operating in a highly effective manner.

The Magnificent Seven - Competencies that Compel CEO Success
by Stephen Blakesley

The top executive position requires unique competencies beyond those that we typically look to i.e. experience, education, and special knowledge. Our research indicates that the following set of Emotional Intelligence attributes must be converted to competencies before one can excel in this all important role.

The Art of Negotiating
by Liz Tahir

When we realize that virtually every aspect of our business and personal life requires negotiation, the benefit of being a better, more efficient negotiator is clear. In today’s world, the skilled negotiator has the advantage.

Avoid Being Blindsided in Business
by Nancy C. Widmann, Elaine J. Eisenman and Amy Dorn Kopelan

Three important perspectives from the authors of I Didn't See it Coming: The Only Book You’ll Ever Need to Avoid Being Blindsided in Business.

Make Honesty Your Policy!
by Craig Harrison

Credibility in the workplace means believability. Simply put, do people believe what you say? Is your reputation based on a track record of telling the truth? Are your estimates accurate, your forecasts realistic and your word solid?

Learn The Art of Managing Your Boss
by Dr. Jane Adler and Dr. Robert Karlsberg

Everything you achieve in your career, you will achieve through relationships with others. And no relationship can have a greater impact on your career than your relationship with your boss.

Excellent Leaders Are Excellent Cheerleaders
by Michael Mercer, Ph.D.

People with excellent leadership skills cheerlead after positive events, victories and a job well done. They also buoy up employees who experience a setback, bad news, or mistake.

Business Persuasion: Four Keys to Influencing Groups
by Dr. Jane Adler and Dr. Robert Karlsberg

Persuasion isn't a one-shot deal, it's a multi-step process. The more attention you pay to each step, the more likely you are to reach your desired outcome.

Are CEOs Looking at Their Organizations Through Rose Colored Glasses?
by Charles Perry and Carol Bergeron

This article focuses on the different perceptions by CEOs and "Other Executives" towards success and failures of existing practices. Are the more optimistic CEOs looking through rose colored glasses or are there other explanations?

Executive Insight
by Dr. Mark Goulston
What’s a clinically trained psychiatrist doing in the business world? Providing usable insight to make your life better and share it with others to help them do the same.

Why CEOs Need a Watering Hole
by Fred Green

Benefits abound when top executives get together. CEOs lucky enough to gather regularly with other CEOs, find both solace and answers as well as support that keeps them going.

Seven Countermeasures to Take When You and Your Leadership are Demonized
by Brent Filson

Being demonized is one of the worst things that can happen to a leader. Here are the countermeasures to demonization that leaders can employ throughout their careers.

The New Leadership is A Sacred Calling
by Brent Filson

The global marketplace is demanding new leadership. A key feature of this leadership may be viewed as a sacred calling.

The Higher They Go, The Stupider They Get
by Kristin Zhivago

Working on things that don't make sense - things that will hurt the company because they won't help the customer - is, by far, one of the biggest problem in business today. It's an epidemic, and nobody talks about it.

Running Low on Passion? Time to Refuel!
by Shary Hauer

Like sprucing up a tired, outdated family room with a fresh new coat of bright paint and sexy new pillows, my clients and I find ways to reconnect to the sources of energy that bring them brightness and meaning again.

Five Sure-Fire Ways to Drive Good Employees Away
by Eileen McDargh

Too many workers are present but their imagination, spirit and creativity have departed out the door with disillusion.
Consider these top five actions that pull the plug on employee energy.

Ten Reasons Why Friendliness is a Leadership Necessity
by Brent Filson

In leadership, friendliness is not simply a nice personality trait but an essential requirement of great results.

Best Leadership Advice
by Paul B. Thornton

Business success secrets from seven top leaders. Always stay open, listen to everyone, and develop your own leadership style.

The Leadership Talk
by Brent Filson

The changing global marketplace can force you to confront a world of differences in cultures, time zones, and currencies; but one thing will always remain the same, the need for great leadership to drive great results.

The Best Advice I Ever Got
by Paul B. Thornton

This article focuses on the "best advice" people have received in helping them become effective and successful entrepreneurs.

Effectively Developing People: The Key to Leadership Success
by Michael J. Beck

Be a guide and mentor, not a manager or boss. Effectively developing others will propel you towards exceptional leadership.

The Eight Ways of Right Action
by Brent Filson

Results don't happen unless people take action. Here are eight ways of right action that every leader must challenge the people they lead to take.

Exercising People Strengths
by Shary Hauer

The question is: How will you activate the untapped brilliance residing on your team?

Maintaining a Mindset of Excellence (Not Perfectionism)
by Jamie S. Walters

The healthier and more productive mindset is that of excellence, meeting the highest standards set and agreed upon for oneself or by the group. The differences between these concepts might seem subtle at first, but the results are substantial.

Leadership - Best Advice
by Paul B. Thornton

Great advice comes from many sources - parents, other relatives, consultants, bosses, co-workers, mentors, teachers, coaches, and friends. The important point to remember is to stay open, listen to everyone, but develop your own leadership style.

Conscious Leadership - Becoming a Self-Actualized Leader
by John Renesch

Conscious leadership is freely-assumed. It comes from within oneself and requires taking a strong personal stand with unshakable conviction and total commitment.

Thrive or Survive? It's Up to You
by Helene Mazur

With clarity, purpose and a game plan you can still be in the driver's seat, and have less stress and more peace of mind. Your business will thrive, and so will you.

The Myth of Individualism: CEO's Limiting Attitude
by Tom Northup

Effective CEOs take the challenge to generate great results in their business. They develop alliances to bring the success they envision. They don't go it alone but bring in experts in all important areas of their business.

Einstein, the Universe, and Leadership
by Brent Filson

Here is the Unified Field Theory of Leadership Success. It is not magic dust to transform you into a great leader. It is instead a polestar to guide and help you invigorate your leadership and communication efforts.

Personal Leadership: One Key to Growing Any Organization
by Tom Northup

Effective CEOs understand that when they exhibit personal leadership they provide a role model for their employees, who must accept and lead change.

Leadership - Finding Balance
by Paul B. Thornton

Finding the right balance doesn't mean moderation in all things. Rather it means being versatile and flexible. It means using the appropriate style to fits the needs of the situation.

The Factors of Leadership Motivation
by Brent Filson

Most leaders can't motivate people because they misunderstand what motivation is truly all about. Here are three factors of motivation that can help leaders motivate people on a consistent basis.

Success Blind Spots: Get Out Of Your Own Way
by Shary Hauer

Why is it that some people appear to achieve exactly what they want in their careers and life almost effortlessly? While others are stuck? Here's the simple formula.

What’s Love Got to Do With It?
by Marie Kane

The most effective and desirable workplace exhibits and supports healthy behaviors that create positive relationships, a great quality of life and the energy, both individual and collective, to get the job done superbly.

Management Styles - Directing, Discussing, and Delegating
by Paul B. Thornton

Using the appropriate management style provides employees with the right amount of guidance, involvement and support for the task that needs to be accomplished.

Are You Sabotaging Your Career?
by Brent Filson

Most leaders are sabotaging their careers because they are giving presentations and speeches rather than leadership talks. Here are three questions you must ask and answer before you can give a leadership talk.

Getting on the Same Page
by Helene Mazur

Communication issues are often magnified in a transition situation, which is why the healthy existence of any business requires both a succession plan and good succession management
.

We've Certainly Come a Long Way Baby! But Can We Stay There?
by Cheryl Green

What every CEO needs to learn about retaining women and minority executives.

Innovation and Change: Breaking the Rules
by Karim Jaude

The difference between innovation and creativity is the difference between thinking about getting things done in the world, and getting things done. Creativity thinks up new things, innovation does new things.

Momentum
by Helene Mazur

Think of a period of time when you were so engrossed in what you were doing, that almost every moment of every day felt productive.
The reality is that no one stays in this kind of high-energy state forever. We transition between periods when we are firing on all cylinders, to times when we feel just plain stuck.

Tips for Effective Leadership - Don’t Worry About Pay
by Wolf Rinke

Research tells us that pay will achieve two objectives: it will insure that employees will come to work and stay with your company. Certainly nothing to complain about, however not peak performance.

Assessing Executive Style and Impact
by Irving H. Buchen

Can CEO style become company culture? Have we overlooked the tell-tale signs that warn us in advance of substantial, incremental, and even discontinuous organizational change?

Beyond the Work-Life Balance - Living through the Success Elements™
by Greg Langston

There are elements of success that are the building blocks of professional and personal life. The Success Elements™ principle is founded on the four elements of Health, Wealth, Wisdom, and Relationships.

Harnessing Trends
by Mariette Edwards

The more you know about trends, the more you can prepare to seize the opportunities they offer. The process requires that you extrapolate what it might mean to your customer, client or audience.

Tips for Effective Leadership: Trust all the People all the Time
by Wolf Rinke

“Trust all people all of the time, until they prove you wrong” is the advice I provide in my seminars and consulting activities.Here are eight effective ways for leaders build trust in their organizations.

When Crisis has Damaged Their Confidence in You
by Tim Gregory

When the nightmare of mismanagement-created crisis strikes, it's like skating on thin ice: your only safety is in your speed. Here are 10 tips for surviving crisis when even your owners don't trust you anymore.

Better Days Ahead in the Practice of Management
by Skip Corsini

The best leaders have clear goals. The best leaders are genuinely excited about what they do and about the people with whom they work. The best leaders have knowledge. Not about everything but about what is important.

Are Your Managers Cut Out to be Leaders? Sometimes the Answer is No
by Michael H. Shenkman Ph.D.

How do we develop born leaders once we have recognized them? The key is noticing when the essential skills of character are present to begin with, and then using some or all of these development tools to help these young leaders grow.

Workplace Fitness: A Gym Full of Useful Advice for Continual Learning
by Eileen McDargh

Workplace workouts, in the context of learning, can promise growth, stamina, productivity, AND ultimately profitable performance.

Managing Client Relationships Means Managing the Gap
by Mariette Edwards

Your opportunity to build a stellar client relationship starts with managing the gap between your perception of how things are going and your client's.

Enlightened Leaders Make a Difference
by Roger E. Herman

Good leaders have low employee turnover. Workforce stability is a natural consequence of enlightened leadership. So, what is enlightened leadership . . . and how does it work?

Feeling a Little Stretched? Five Ways to Stop Things From Falling Through the Cracks
by Sid Smith

Having more to do than hours in the day is for the most part a fact of living in today's information-rich age. Everything is vibrating at a higher rate, and we're all asked to keep up. It's the environment we live in, and it's not about to change any time soon.

A Battle in the Workplace
by Steve Coats

Too often when we talk with people about leadership development, they tell us they just don't have time to devote to their progress. In most situations, the emphasis on results is screamed, while the importance of leadership is quietly whispered.

Market Your Most Valuable Product: YOU!
by Karim Jaude

Today's business climate requires constant marketing. We market not only our products and services, but also ourselves. You are your own best expert. You are the product or service you sell.

Pretzel Management: The Wrong Way To Go!
by Elaine Crowley

Many leaders suffer from a common misconception in business: the tendency to allow our natural preference for harmonious business environments to overwhelm our understanding of the legitimate role we need to play in our companies.

Negotiations - Five Keys to Negotiate the Best Deal Ever
by Karim Jaude

We all negotiate, whether we want to or not. Some of us just do it better than others. The following keys will unlock how to negotiate the best deals.

Prosper in the Midst of Change
by Karim Jaude

Change hits, whether you invite it or not. The best you can do is to get ready for it and navigate with it. How you deal with it will determine your success.

Preventing and Resolving Conflict in Your Group
by Jamie S. Walters
What distinguishes good conflict from corrosive conflict? What are some of the symptoms that neglected conflicts are simmering beneath the surface in your group? And what can you do to prevent or resolve such conflicts?

The Early Road Can Be Rough
by Kathy Green
There is no doubt in my mind, that most leaders have overcome early hardship, and have grown to know challenge well. Something generated their gift of "drive" and desire to manage to the outcome they want and need.

The Forgotten Leadership Competency: Aligning With Your Inner Truth
by Joe DiSabatino
When business leaders strongly align with their Inner Truth, they discover the secret to shifting themselves, their team, department or entire organization to higher levels of productivity, cooperation, creativity, and passion for the work.

What Makes a Dynamic Leader? Intelligence: The Ability to Achieve Your Potential
by Larraine Segil
Intelligence, as it relates to dynamic leaders, is filled with insight and perspective. It has to do with emotional control in dealing with stress and interpersonal conflict, as well as relationship sensitivity and a humanistic empathy for others.

Leading in Chaos
by Tom Heuerman, Ph.D. with Diane Olson, Ph.D.
Humans are conditioned for order, control, and predictability and this blinds many from the truth: chaos is healthy, chaos is creativity, chaos is opportunity, chaos is life reordering itself.

What Makes a Dynamic Leader? Penetration: Being "of the People"
by Larraine Segil
Penetrating an organization to its depths such as this enables a leader to become educated about his/her employees to endear their trust, confident that their points of view matter.

What Makes a Dynamic Leader? Assuredness
by Larraine Segil
Dynamic leaders need to know what they want.

Leadership Principles: From the Football Field to the Executive Suite
by Ellen Stuhlmann

What do touchdowns and punt returns have in common with getting your sales team to meet their annual goals or pulling the programming crew together to launch the next version of your software on time?

Got Impulse Control?
by Janet C. Macaluso

Before speaking, just ask yourself, "Who's needs am I working to serve here? My need to fill the air with hot air, or the needs of the situation at hand?" The choice is yours, just make it consciously.

Leadership Success and Failure: The Arrogance Trap
by Judith Schechtman
Change is a constant in our lives these days, as are the questions about success, failure and lessons to be learned from both. The recent spate of corporate scandals raises many questions, not only about ethical practices -or the lack thereof - but about how seemingly successful leaders could fail so dramatically.

What Makes a Dynamic Leader? Inspiration
by Larraine Segil
Inspiration is an essential trait for dynamic managers. When managers are inspired they are driven to push the envelope, to think out of the box, to take the initiative to get things done --- and above all else, to motivate others.

Living and Leading in Turbulent Times
by Fred Kusch

Most anyone you talk to today expresses concern about the uncertainty of the times we are living and working in. I share the same concerns. The views of several colleagues and acquaintances, who are widely recognized as top-notch leaders, are blended with mine to help you lead and live in these turbulent times.

The Power of Positive Rituals
by Jim Loehr and Tony Schwartz
Positive rituals - highly specific routines for managing energy - are the key to full engagement and sustained high performance.

In Search of the New Age CEO
by Dora Vell

As technology continues to transform the nature of doing business in the 21st century, leadership assumes an ever larger and more critical role in the mobilizing of human and other resources around an organization, a product, a competitive challenge.

Managing Your Organization Through Change
by Ellen Stuhlmann
Managing an organization through fundamental behavior change is one of the most difficult management challenges an executive can face. Why do change efforts often fail and how does a successful agent of change manage himself or herself through the period of change?

What Makes a Dynamic Leader? Commitment
by Larraine Segil
Emotional commitment is critical for being an effective dynamic leader. For these leaders, commitment is about emotional vesting, perseverance, and passion. The sense of reward they derive from their accomplishments feeds more than their pocketbooks: It feeds their souls.

Fuzzy Logic for a Complex World
by Janet C. Macaluso
Our minds are hard-wired to see "black/white," "right/wrong," "win/lose" extremes. Yet the world is more realistically characterized as ambiguous and complex, rather than neat and tidy.

An Interview with the Authors of The Power of Full Engagement
Jim Loehr and Tony Schwartz
The learning - the more fully engaged people become, the more productive they are on the job.

The Leadership Quadrants
by Stephen M. Dent

Growing, dynamic organizations are never led by incompetent leaders. Some businesses can survive weak leaders, but in the end poor leadership saps organizational energy and effectiveness. The chaos and discord that ensues ultimately leads either to a change at the top or to the demise of the enterprise.

What Makes a Dynamic Leader? Fearlessness
by Larraine Segil
A leader must be fearless. He or she must have the courage to be first, to be different, to speak out, to act, and to fail. Without fearlessness, no significant progress, innovation or contribution is made.

The Perfect CEO: What Companies Look for in Their Next Leader
by Ellen Stuhlmann
Given today's economic climate, companies are in search of leaders who can steer their organization through challenging times. But what are they looking for specifically?

Managing Energy, Not Time, is the Key to Full Engagement and Optimal Performance
by Jim Loehr and Tony Schwartz

Extraordinary performance demands full engagement - a state defined as being physically energized, emotionally connected, mentally focused and spiritually aligned with the organizational mission The key is learning to manage energy more skillfully.

The Contrarian Leader: Questioning Conventional Wisdom Puts a New Spin on Leadership
by Ellen Stuhlmann

In his book The Contrarian's Guide to Leadership, Steven B. Sample challenges readers to look at leadership from a new perspective - with a willingness to question and sometimes defy conventional wisdom.

Standing Out in a Crowd: Marketing Guts and Glory
by David A. Goldsmith & Lorrie Goldsmith
Decision-making and action are important parts of the leadership/management role. Your product is the result of your decisions and actions.

Building Relationships - The Result of Successful Negotiations
by Ron Shapiro

You should never forget that at the heart of every successful negotiation - whether you are negotiating PR placement, product pitches or personnel policies - there should be an unwavering commitment to build and strengthen the new or existing relationship.

Is Your Organization Driven by Dynamic Leaders?
by Larraine Segil

Today's manager must exhibit a special kind of leadership; he or she cannot avoid or deny the issues that are most difficult. And, this special kind of leadership must exist not just in the person at the top of the organization, but at all levels of management.

Leadership - Today's Requirements and Tomorrow's Challenges
by Marie J. Kane

What are the attributes of leaders who can meet your organization's demands for effective, heartfelt, committed leadership?

Leading in Uncertain Days: What it Takes to Survive in Today's Turbulent Times
by Ellen Stuhlmann

The difference between being a leader today as opposed to a few years ago is more a matter of degree than a difference in content. As it turns out, principles that guide leaders through difficult times are not so different from those in calm times.

Leaders and Entrepreneurs
by Marie J. Kane
An interview with Elizabeth Plunkett Buttimer, President of Bowden Manufacturing.

Leaders and Entrepreneurs
by Marie J. Kane
An interview with Gail Evans, Executive Vice-President CNN on Leadership.

Top 14 Mistakes Senior Managers Make
by Robert Dunham
Robert Dunham, a former Vice President of Motorola Computer Systems, and founder of the nationwide Action In Management executive development program has identified the 14 top mistakes made by senior management, regardless of industry.

Leaders and Entrepreneurs
by Marie J. Kane
An Interview with Hala Moddelmog, President, Church's Chicken, on Leadership.

What Curve? I Like it Just the Way it is Now
by David A. Goldsmith & Lorrie Goldsmith
Staying ahead of the curve is one dilemma that executives have always tried to achieve, and yet many do not. Many actually spend their days putting out one fire or another only because they were blind to the signs all around them offering clues to the next wave.

Leaders and Entrepreneurs
by Marie J. Kane
An interview with Claudia Gaines Patton, President of The Headline Group, on Leadership.

Paying Compliments - As Vital as Paying Salaries
by Bill Lampton, Ph.D.

When you become known for offering genuine, realistic compliments in moderation, at the right time, and in the proper setting, you'll notice your employees responding positively.

Learning From Leaders - An Interview with Robert Delaney on Leadership
by Marie J. Kane
Robert Delaney has been an international diplomat and an officer in the US Navy. He has served as assistant director of the US Information Agency in Washington and been an international consultant and advisor to the Departments of Defense and Transportation, NASA, and major corporations.

The Credibility Crisis
by Steven C. Coats
When you are confronted with issues that seem to pit profitability against credibility, you are better off choosing credibility.

CEO's Speak on Leadership - Integrity and Courage
by Marie J. Kane

Leaders who operate in integrity create willingness in people to trust and follow them. It is not just in the big things where this is important, but every day in all the little ways.

Managing Your Career
by Paul B. Thornton

Your career is a big investment. Career choices affect you every working day. When you invest in yourself through networking, utilizing mentors and self-promotion you will generate a robust return. You'll achieve your career goals.

Lead or Manage, and Get Out of the Way!
by Stephanie Cirihal
There IS a difference between leading and managing, and both roles are crucial to the success of an organization.

CEO's Speak on Leadership - Wisdom
by Marie J. Kane

Wisdom as an attribute of leaders. The wisest leaders have a deep understanding and keen discernment that allows insight into themselves and others. What is the source of this wisdom?

Three-to-One Leadership
by Clark Aldrich
Practicing leadership comes down to practicing four principles in concert. When you have enough power and ideas, and the tension is right, leaders have to get the group to complete the critical work.

Executive Development: The Personal Aspect of Organizational Change
by Bob J. Holder
Executives desiring to transform their firms must begin recognizing the need for their personal transformation.

The Practice of Leadership
by Steve Coats

Managers do not suddenly turn into leaders because of a new title, promotion or even self-proclamation. They must learn and practice new skills, and become more confident and competent in applying them.

Leadership For Our Times
by Leslie Bendaly
What an exciting time to be a leader! There are more opportunities and more stimulating challenges than ever before. Never has there been a greater opportunity to contribute more and to grow more.

A Micro Look at Leadership Development
by Freda Turner, Ph.D.
Taking a micro look at Gordon Bethune’s leadership tactics, there are several lessons one can learn on developing one’s own leadership style and that of others.

Needed: New Skills For Professional Success in the Globalized 21st Century
by Kai-Lit Phua
These skills include adaptability, the ability to adjust to culture shock, political and diplomatic savvy, and the ability to maintain smooth relations with foreigners in the shape of customers, suppliers, bosses, colleagues, subordinates and political and legal authorities.

Manage By Mobilizing - Create an Environment that Empowers People
by Jody Urquhart
Are you depriving your employees of the opportunity to excel? Most organizations revolve around the manager as controller model but attempts to control people’s behavior can cause resentment.

CEO's Speak on Leadership: Vision and Passion
by Marie J. Kane

As effective, positive leaders we are focused by vision and fueled by passion. We must engender the same in those who look to us as leaders.

Failure: The Dreaded Word in CEOs' Lexicon
by Jahna SR

CEOs are highly capable individuals. They are efficient managers of execution, are team and consensus builders, and are futurists. They recognize changes and adapt to them, they rise to the challenge and lead their team to bravely tide over crises. But more importantly, CEOs are humans. And humans fail a lot.

Time On The Floor
by John Albion

Manufacturing in this country suffers many of the same issues as we all do as individuals. Most prominent is the dysfunctional relationship between management and the work force. It's time we got "real."

Three Best Things
by Gary Lockwood
Having a positive attitude toward your business and toward life in general may be one of the most important characteristics of successful people.

Fierce Resolve - Bringing Corporate Philosophy Alive
by Jody Urquhart
Many companies invest a lot of time and resources to develop corporate philosophies (corporate mission, vision and value statements) but employees don't buy into them because they just don't fit the actual job. In fact, some employees find these corporate philosophies loose and irritating. Why?

Attention Please - May I Have Your Attention?
by Gary Lockwood
Why do some things catch your attention and others don't? By taking advantage of how your brain works, you can increase your creativity, reduce boredom, boost recognition of opportunities and accelerate achievement of your goals.

Characteristics to Help Find the Work of Your Dreams
by Gloria Dunn

It takes time and perseverance to find the work and life of your dreams. Here are some characteristics to cultivate that will support you.

Five Interview Questions Prospective CEO's Seldom Ask But Should
by Irving H. Buchen

What questions should a prospective candidate ask during the interview as a way of both getting and staying there?

Count On It!
by Gary Lockwood
What do you pay a lot of attention to? What are you constantly measuring, asking your employees about, talking about and looking at? When your team knows what's truly important to you, they'll likely pay more attention to those things, too.

What Executives Need to Know About Developing Their Leaders
by Janet Oliver & Joe DiSabatino

How do we ensure that our leadership development efforts are targeted, focused, relevant, and directly linked to our business results? Here are six things every executive must look at.

Accountability: A Little Clarity, Please
by Lawrence E. Wharton and Richard Roi
Most leaders understand that accountability is consequences for one's actions, and that it is critical to effective unit/organizational functioning. Notwithstanding this awareness, many leaders have great difficulty exercising proper accountability.

CEO Isolation
by Gary Lockwood
If you're like most CEOs, there are just some things you can't share with employees, friends or even partners.

Letting Go
by Gary Lockwood
Build some "white space" in your life. Build reserves of time. Create more-than-enough time to do the things you want and need to do.

The Power of Influence: The Model of  the Trusted Advisor
by Irving H. Buchen
There are at least five ways and techniques in which the trusted advisor employs his influence, and the key is to examine how it works, what forms it takes, and why it is effective. That may help to shape a model of the power of influence for others to emulate.

Old Dogs and New Tricks
by Gary Lockwood
"You can't teach an old dog new tricks." How many times have you heard this old saying as an excuse for not trying something new or avoiding a fresh approach?

Five Ways to Develop Your Managerial Style
by Janet Richardson

Facing yourself in the mirror may be the hardest endeavor you ever attempt. Whether you are a new manager or have been supervising people for a number of years, it is still important to develop your unique managerial style.

The Leader’s Lament: Martyrdom at the Highest Level
by Irving H. Buchen
Ambition often is long on glamour and short on reality. Aspiring leaders understandably pay more attention to how they can get there rather than how they can stay there.

How Leaders Can Avoid The Success Trap
by Gary R. Casselman & Timothy C. Daughtry
The strategic flaw often common to both promising individuals and growing organizations which fizzle.

Related Topics: Creative Leadership I | II | III

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