Leading change in a company in distress means many things have to happen quickly. That usually means culture is put on the back burner as a “nice to have.” As a serial CEO, I’ve led six companies through transformational change throughout 20 years, and I’ve found that authentic leadership—and the culture that results—is a multiplier of productivity and a driver of success. The fast-paced, dynamic world of rapid change that used to be confined to distressed organizations is now everyone’s world.
I think millennials at work tend to take matters into their own hands a little bit more. If they have an idea, they are more likely to go for it.
A tough, fierce leader who never shows sign of weakness can actually come across as being cold and unapproachable
Bosses have their brand’s future and their employee’s happiness in their hands. However, cultivating respect in the workplace isn’t accomplished all at once. Instead, it’s about a series of daily habits that mesh together to create leadership that engages people and instills trust in them too.
“As a leader your focus changes; your number one priority is to bring out the best in others,” says Wellins, who is senior vice president at management consulting firm DDI.
Great companies understand that joy is the highest form of productivity and that profit is just a bonus byproduct.
Companies are at a crossroads. One path favors, above all else, profitability for shareholders, often at the expense of the environment, workers’ rights or executives’ wellness.
“Not all psychopaths are in prison – some are in the board room,” Robert Hare famously said during his aptly titled lecture, The Predators Among Us.
Some would even say that in a “me-centered” culture, where everyone is busily absorbed in their own lives and what they are doing, we hunger for validation.
One skill essential for every leader is to be very good at asking the “right” questions. It doesn’t matter if they are leading themselves, a group, or a whole organization.