When people hear the title of CEO, those three letters that command respect, they tend to imagine a relentless titan on a quest for entrepreneurial greatness. What comes to mind is the fiery temperament of a visionary like Steve Jobs, or the competitive drive of a leader like Travis Kalanick. Instead, they shared more traditional qualities, such as a strong sense of self-awareness, prioritization skills and, most of all, a willingness to listen and hear new ideas from their fellow leaders.
While the rich and powerful are widely regarded as ‘winners,’ long-term success comes from only strong relationships and your lasting impact.
Strength-based practice involves identifying a client’s strengths and building on them to create a reliable foundation for dealing with conflict or reaching future goals. There’s enough proof–and enough anecdotal evidence in my own life–that a strength-based approach works.
Most major nonprofits working face the challenge of having to make an impact, and scale that impact, using only scant resources. To figure out what’s working there, Bridgespan looked at 20 successful nonprofits to figure out what commonalities were allowing them to reach a combined millions in need.
Management is one of the top reasons cited for lack of engagement in the workplace, representing 70% of the variance between high and low engagement.
Many leaders can be good–but only the very select few can be great. What are the things that make truly spectacular leaders the way they are?
With Donald Trump being inaugurated as the U.S. president today, many of us are looking for guidance in understanding the seismic changes underway in American politics and society.
For me, an organizational culture is defined by how people inside the organization interact with each other. Culture is learned behavior — it’s not a by-product of operations.
They forgo opportunities they aren’t certain will be a sure thing. That’s why some of the biggest names in business tout failing multiple times as a reason for their success.
A recent study conducted by LeanIn.org and McKinsey & Co. found that the common reasons given for why women aren’t aspiring to top corporate positions—they’re less ambitious, they don’t have the confidence, they want to spend more time with their family—just simply aren’t true.