In a data-driven world, facts and figures are the order of the day in sales calls, employee meetings, board rooms, and political assemblies. But what truly moves us as human beings, what prompts us into action, is emotion.
True leaders, whether in the Oval Office or ground-floor reception desk, have cultivated and demonstrated adeptness in the “little ways” of leadership that long outlast the flashier, often ego-serving celebrity urges. Just as most discerning people know when they’re being sold a bill of goods, most also know when they’re in the presence of a […]
The job of a manager/leader is very demanding and stressful. Managers need a clear understanding of what creates stress and how to deal with it effectively. The three parts of the managing stress triangle are: demands, coping skills and reactions
Management literature describes numerous management styles, but they can be boiled down to three basic styles – directing, discussing and delegating, The 3-Ds of Management Style. The appropriate style provides the right amount of structure and support for each situation.
The self-fulfilling prophecy maintains that “what you expect is what you get.” High expectations lead to high performance; low expectations lead to low performance.
What’s our mission? Vision? Values? Leaders find simple, clear and compelling answers to these questions. The answers have a profound influence on what employees think, say and do. These three building blocks – mission, vision and values – are vital to establishing an effective organization. Employees want to be part of an organization that has […]
Dealing with difficult people is a challenge. However it’s possible to help them be more productive and effective in doing their job.
Leaders have the desire to help people “be all that they can be.” They use the right amount of each C (challenge, confidence, and coaching) to help people stretch, believe in themselves, and develop new skills.
I have always liked this distinction: “management” is getting things done through others; “leadership” is getting others to want to get things done.
The core values or ideology define the enduring character of an organization – a consistent “identity” that transcends product and market life cycles, management fads, technological change, and individual leaders.