Leadership development does not necessarily mean following in the path of the leaders before us, and I believe that in today’s fast-changing world, this couldn’t ring more true.
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.
Look at any CEO running a profitable company and you’ll find someone who has figured a few things out. One trait many of these leaders have in common: consistency.
Paul Krugman, the Nobel Prize [winner] in economics, once wrote: “Productivity is not everything, but in the long run, it is almost everything.”
Life is stressful enough for most of us. Allowing a toxic individual to ravage your immediate environment can cause havoc in your mental well-being, which can lead to physical challenges.
Since becoming CEO in 2009, Jeff Weiner has led LinkedIn to become a network of 364 million registered users with offices in 30 countries and a market cap of $US26 billion.
Team development and growth is critical to every business and retaining top talent is more important than ever. However, a great compensation package alone will not ensure a talented worker stays in the fold.
There are managers who coach and managers who don’t. Leaders in the latter category are not necessarily bad managers, but they are neglecting an effective tool to develop talent.
Trust in business leadership is at historic lows, according to surveys by Edelman and the World Economic Forum. One reason might be what INSEAD professors Gianpiero and Jennifer Petriglieri call the “dehumanization of leadership”— that is, our tendency to think of leaders as either instrumental (pursuing a particular business goal) or heroic (pursuing a unique vision).