There are probably dozens of traits that come to mind when you think of what sets great leaders apart from the rest of the pack. But one of the most important things that every great leader understands–something that other might miss–is the importance of having adequate emotional reserves when you show up at the office every day. Jim Schleckser CEO, Inc. CEO Project talks us through why CEOs need to have buffers to handle the ups and downs of business.
In 1995, psychologist and science journalist Daniel Goleman published a book introducing most of the world to the nascent concept of emotional intelligence. The idea–that an ability to understand and manage emotions greatly increases our chances of success–quickly took off, and it went on to greatly influence the way people think about emotions and human behavior. Here is Justin Bariso, Founder of Insight’s, take on what EI looks like win the real world. (Original article published in Inc.com.)
Whether you’re a line manager on the floor or an executive in the C-suite is to firmly accept the fact that the majority of your leadership role will be about people.
Managing millennials gets a tremendous amount of attention, but Generation Z is a wave that is about to hit the leadership shore. We looked at 250,000 people, broken down by generation.
Women are paving the way for a new style of leadership that is confident, authentic, and highly effective. The presence of women in C-Suite roles is certainly important but I am encouraged that more women are leading in other transformative ways.
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.
When to change a company’s core products or business model because of impending industry disruption—may be the hardest decision a leader faces.
Great companies understand that joy is the highest form of productivity and that profit is just a bonus byproduct.
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.