Likability is one of the most important traits of any leader. But it doesn’t mean being a pushover. Often, the leaders who are the most likable produce the best results, and are driven and passionate. People respect the high standard that they set for themselves and their organizations. To be likeable, leaders need to be the kind of person that they would like themselves. Ken Goswell is the CEO of the CXP – CEO Experience. His mission is to provide resources to leaders who desire to learn fast to lead further. Here is is take on how leaders can be likeable from Forbes.com
“To build and lead an agile organization, it’s crucial that senior leaders develop new mind-sets and capabilities to transform themselves, their teams, and the organization.” Self evident in our view but in this case articulated well by the denizens of consulting McKinsey. Here is there article complete with comprehensive downloadable pdfs that go into detail of just how important Agile Leadership has become. Don’t take our word for it, deep dive into the thought leaders’ analysis. But we do like it when the establishment are now realising what we have been saying for years! For many organizations, surviving and thriving in today’s environment depends on making a fundamental transformation to become more agile.
Want to See a Toxic Boss in Action? They’ll Destroy the Workplace in Any of These 5 Ways, according to Marcel Schwantes, the Principal and founder, of Leadership From the Core. It makes you wonder why we continue to promote these people into leadership roles. Over the years, he’s delved into the leadership literature, interviewed countless employees, and collected hundreds of survey responses to answer one simple question: What are the top mistakes leaders in the workplace make more frequently than others? Here is Marcel’s article originally published in Inc.
Alessandro Di Fiore, writing here for HBR, has tackled the misnomer that agile is somehow lest robust, or that planning is obsolete in an agile strategic planning approach such as Stragile. She points out that many say, “Now, strategic planning has fallen out of favor. In the face of relentless technological change, disruptive forces in industry after industry, global competition”, and so on, planning seems like pointless wishful thinking. Alessandro argues the counter.
Honoured to be interviewed by Asia Pacific Associate Editor, for Entrepreneur.com Aashika Jain. In this article I cover what makes a good leader and why culture is so important. Enjoy!
Great Leaders Only Serve Their Teams says This Leadership Advisor You are only as good as the people around you, says Mark Bilton. Leading 40 countries as the Group Managing Director of one of the most popular coffee chains in the world is no cake walk. When it comes to culture, strategy and transformational change, Mark Bilton raises his hand as among the best in the world.
Beginning in 2008, Google researchers wanted to understand what makes a manager great at Google. Google sought to identify the common threads among Google’s highest performing managers. Based on internal research, Google then applied its findings to its manager development programs. Over time, Google found that by publicizing and training managers on these central principles, Google experienced improved team outcomes such as turnover, satisfaction and performance. Zack Friedman is Founder & CEO of Make Lemonade, a personal finance comparison site, here is his take on what works for Google.
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.