We came across this article by Andrew Roberts at TIME.com. Roberts is the author of Leadership in War: Essential Lessons from Those Who Made History. He is also the bestselling author of Churchill: Walking with Destiny, amongst a host of others and is a Life, winner of the Los Angeles Times Book Prize for biography and a finalist for the Plutarch Award. So he knows his history! What attracted our attention is the honest attempt to characterise leadership qualities across some leaders who whilst historically significant were, like all of us, flawed in many ways. This is not our usual post but I think you’ll enjoy it.
Some of the most inspiring leaders that I’ve met are soft-spoken. You don’t have to act like Brave Heart or Donald Trump to be a leader. The question at hand; How can an introvert become a more effective and confident leader? originally appeared on Quora: the place to gain and share knowledge, empowering people to learn from others and better understand the world. Her is the answer by Steve Farber, Founder and CEO, The Extreme Leadership Institute. There’s a common misconception that in order to be an inspiring leader you need to be able to stand up on your soapbox and, with great bombast and enthusiasm, rally the troops to your cause through the sheer power of your personality.
Terina Allen is writing here as a contributor to Forbes. She covers careers, professional advancement and leadership development, and is the CEO for ARVis Institute, a strategy, change, performance and human capital consulting firm. In this article Terina takes a look at what leaders say. Out of our mouths come things that expose our hearts, biases and often our weaknesses. Here’s to exposing weak leaders, and hopefully helping them be better.
As president and founder of the Forte Factor, Jay Forte speaks to thousands of CEOs and Talent Management / HR professionals each year. In this article he looks at what makes a leader people follow in our fast paced digital environment. In the industrial age, we prided our leaders on being direct, assertive and knowing all the answers. We needed them to be a strong central figure to help direct and orchestrate work, manage people and make things happen. When the workplace remained fairly static in what work was and how it was done, it was not only easier to accomplish, but also praised and, to an extent, appreciated.
No matter what stage your business is in, there are a few universal truths: people are one of your biggest expenses, company culture is critical, and your team needs clear goals. Alexa von Tobel is the founder and managing partner, of Inspired Capital (@alexavontobel) Here she gives her insights into what makes a successful offsite. This article first appeared at Inc.com and it came to our attention at Though Patrol, as well often provide content for Strategy Days and Retreats. We think this is worth a read before your next day away with the team.
The days of imperious, dictatorial CEOs who rule by fear and intimidation, backed by board of directors packed with “yes men” and cronies, may be soon over. There is a new trend emerging in the C-suite of corporations that is beneficial to employees and shareholders—CEOs are being shown the door when their questionable ethics pose a threat to the reputation, mission or growth of their companies. Activist investors, Wall Street, employees and the public are sending a sharp rebuke to the brilliant, but flawed CEOs—shape up or ship out. Here’s Jack Kelly’s article from Forbes.com