Winning leaders are accessible and authentic. That formula for leadership success has not changed in 25 years.
Researchers at Oxford Economics note that the new class of emerging leaders embraces a digital mindset, is highly proficient at using technology to achieve competitive advantage.
Don’t neglect to align your early business trajectory and plans with the outcome you’d like to see — and with who. I make it a point to think ahead down to the most finite details, including partners, investors, and vendors who match the values I have.
Old-school leadership is just that, and what we do today is very different. To understand leadership, you need to be able to separate historic thought from current practice.
You think of yourself as a pretty authentic person, so you reasonably assume you’re likewise a pretty authentic leader. The “good leadership” thing to do would be to test that assumption.
In his study of newly transitioned leaders, 69 percent felt unprepared for their new roles, Ron Carucci, co-founder of leadership training firm Navalent, writes in Harvard Business Review.
When you lead a company, as opposed to just running it, one of your key responsibilities is managing the mindset of the organization.
The fearless leader fallacy harkens back to the “great man” theory of leadership, which portrayed effective leaders as those who charge fearlessly into the melee to save the day.
There are certain central truths of leadership that remain timeless. Yet, conventional wisdom doesn’t always carry forward to modern times.
Great companies understand that joy is the highest form of productivity and that profit is just a bonus byproduct.