In today’s tough and fast-changing environment, CEOs must help their top leaders to work through fear and denial and to learn new rules. When business conditions change as dramatically as they have in the past year, CEOs need to be able to rely on their best leaders to adapt quickly. But what should they do when their strongest executives seem unable to play a new game? The costs—organizational drift, missed opportunities, unaddressed threats—are so big that it’s tempting to replace leaders who are suffering from paralysis. But this is a mistake when, as is often the case, these executives possess valuable assets, such as superior market knowledge, relationships, and organizational savvy, that are difficult to replace.
The word authenticity is derived from the same Greek word as author. Becoming an authentic leader requires day-to-day focus and lifelong commitment to self-discovery. Many executive coaching programs seem to emphasize personality more than character. People are often coached on how to act instead of how to be. This charm school approach produces only superficial, short-term results. With sufficient stress, all the old patterns usually return.
The best investment is the one you make in your workforce. Try these tips to make sure your employees are engaged and excited about work. High engagement leads to high productivity, something sadly lacking in the majority of organisations. Often seen as a nice to have rather than a commercial imperative. Originally appeared in Inc written by By Maria Haggerty, the CEO of Dotcom Distribution @mhaggertyCEO.
Jeff is a leadership team coach, author of Navigating Chaos: How To Find Certainty in Uncertain Situations and host of the weekly podcast Shut Up And Show Up: Forging Elite Teams. Here is is writing for Forbes about what he wished he had known when he first became a leader. Great applicable advise.
I’m a former 13-year Navy SEAL turned team coach and consultant who now applies what I learned about elite teams from the pinnacle of the Navy SEAL Teams to civilian companies. I’m also the author of two books 1) Navigating Chaos: How To Find Certainty In Uncertain Situation…As a leadership coach, I often see the same leadership challenges arise across industries. There’s the challenge of time (there’s never enough of it), decision making, navigating organizational politics (which is really a trust issue), creating a shared purpose, communicating across silos and, of course, the dreaded accountability factor (which is typically absent).
Jeff Boss is a contributor to Forbes; here he talks us through the seemingly soft-side of effective leadership. Jeff is a leadership team coach, author of Navigating Chaos: How To Find Certainty in Uncertain Situations and host of the weekly podcast Shut Up And Show Up: Forging Elite Teams. We like his take on this often underrated aspect of being an effective leader.
Lesha Reese helps leaders through coaching to step into their authentic leadership to better serve and support their teams. Here writing for Forbes she challenges and asks the burn question, Can you still have a Why in a large corporate?
The experience of waking up every morning and going to work in a way that feels in complete alignment with your soul and your authentic self sounds like a dream to most. In many ways, it’s the ultimate goal. This idea has been gaining momentum, especially in recent years with the growing popularity and relatability of thought leader Simon Sinek, who has given much-needed life to the concept of finding and living our why. He gives voice to an idea that resonates deeply and plants the seeds of possibility within ourselves.
Jack Zenger is the CEO of Zenger/Folkman, a strengths-based leadership development firm. He is the author and co-author of 13 books including including How To Be Exceptional: Drive Leadership Success by Magnifying Your Strengths. Here (originally in Forbes), he shares his insights on the value of “Peer Consulting”. How much of your talent and ability do you believe your current organization uses? For the past 50 years I have asked this question of groups of executives and managers—and the average response over the past 50 years has been amazingly consistent.
In management theory, certain concepts from yesteryear no longer hold true. Like, for example, the idea that people must be driven to perform. Writing here for Inc, Marcel Schwantes, Principal and founder of Leadership From the Core gives his take own the upside nature of empowered leadership.
Over the years, I’ve learned that driving people (as if they were cattle or cars, steering them wherever we want them to go) no longer holds a favorable place in collaborative work cultures.