-
Credibility: The Foundation of Leadership
Credibility is the foundation of leadership.
-
The Five Practices of Exemplary Leadership: Model the Way
The two keys to "model the way" are 1) clarify your values, and 2) set the example.
-
Executive Intelligence: Working With and Through Others
The best executives know how to “read” and work with others. An example is given of how Avon turned itself around.
-
Executive Intelligence: Managing Yourself
Great executives recognize and adapt to their mistakes.
-
The Best Leaders are Great Teachers: Part 1
The best leaders are those who teach values and ethics by example.
-
Live Event: Total Leadership: Be a Better Leader, Have a Richer Life
This Live Event was initially webcasted on May 14, 2019.
-
Communication During Downsizing
Honest communication is critical during a force reduction.
-
The Synergist
Leaders tend to be visionaries, processors, or operators.
-
Managers Sit in a Powerful Spotlight
As managers, it’s important to realize you’re often in the spotlight. People are watching, paying extra attention to your words and deeds. You are a model for people.
-
Tomorrow's Leaders Will Need Conceptual Flexibility
Traditional leadership models are becoming a thing of the past, especially in emerging markets. Venkatesh Valluri explains the concept of conceptual flexibility and why it will be a key trait of future leaders.
-
How a Leader Can Develop Their Own Brand
Personal branding is about your leadership style and incorporating into all that you do professionally.
-
Put Your Focus on the Top Line
The most important advice he ever received was to focus on the top line.
-
Be Courageous and Authentic: Call it Like it is
The culture of a company should be intellectually honest, courageous and open, where people are free to speak the truth.
-
Terminating a Long-Term Employee
Sometimes the most outrageous ideas are the ones you need most. Colleen Albiston explains how she learned that firing people was actually good for employee morale.
-
Enabling Creativity in an Organization
Creativity is needed in every aspect of business, especially as business environments change.
-
Provide Clear Guidelines with Secret Doors
A friend installed an invisible electric fence for his dog but didn’t train the dog. Results were disastrous. Establish clear goals, reward meaningful progress within clear expectations, and let people decide, but also encourage them to jump the invisible fence.
-
Leadership is an Act of Bravery
Campbell Jones, COO of a large Australian company, spends almost all his time in the field, meeting, listening, delegating, and supporting different divisions. Such behaviors are acts of bravery — choosing to be uncomfortable in a series of new situations.
-
Leadership and Power
Leadership is about power.
-
Understanding Feedback
At her first job out of grad school, Patricia Crull was given enormous amounts of feedback, a habit she has adopted for herself and taken with her throughout her career.
-
Being a Leader is about Creating a Positive Atmosphere
Being a leader, according to Lorraine Heggessey, requires cultivating a workplace atmosphere that is positive, energizing, and dynamic. Praising and rewarding the resulting good work of your staff means that you will see more of that same output.
-
Leadership Defined
Leadership is of critical importance to business executives. Vishen Lakhiani defines his vision of great leadership, and how that vision changed over the years as he gained experience in the business world.
-
Culture and Salary Isn't Everything
Employees want more than a salary; they want a job with meaning.
-
On Becoming a Better Leader
Becoming a better leader is a multi-step process, and Natalie Maroun gives her perspective on the most important parts of the undertaking.
-
The Power of Intent
When a child is born in Africa, the mother writes a song. If the child cries while the mother is in the field the mother feels it, sings the song, and the child stops crying. Employees can feel your intent as a leader. You must be consistent in your intentions and actions.
-
Challenges Senior Leaders Face Most
Challenges include 1) trying to make the organization better while dealing with crises and day-to-day issues; 2) people decisions, especially not moving fast enough to replace people; and 3) focus; making decisions in the morning when you’re fresh, not in the afternoon.
-
You Can't Lead Others Until You Lead Yourself
It’s hard to lead if you don’t have a clear purpose, an ability to absorb shocks, and an ability to manage your energy, as opposed to managing your time.
-
Leadership with Impact: Close the Gap between your Intentions and Actions
We tend to judge ourselves by our intentions, but everyone else by their actions.
-
What Brain Research Says About Leadership
Successful leaders are adaptive. They are conscious of their options in the moment, and choose effectively. Depending on the situation, they may display strong emotions to inspire and motivate, or be calm, or care about what others are thinking and feeling, or not care.
-
Evidence-Based Management: The Keys to Great Decision Making
What gets companies in trouble is what they think they know that isn't true.
-
Bridging the Knowing-Doing Gap
Jeffrey Pfeffer explains why people don't act on what they know, and provides suggestions for encouraging more action.
-
Honing Your Leadership Effectiveness
Bill George describes five characteristics of authentic leaders.
-
Staying True to Your True North
Bill George tells the story of a businessman who allowed his ego to pull him off his true north.
-
Leadership Is Personal: The Ron Sugar Story
When it was his turn to speak at a conference, the Chairman and CEO of Northrop Grumman started by playing the piano. He explained that people should know who you are, what you care about (such as playing the piano), and why they should follow you.
-
Fixed versus Growth Mindsets
A fixed mindset assumes we are born with our abilities. A growth mindset treats failure as a learning experience.
-
Be a Leader That Others Want to Follow
John Maxwell shares the three things that people all over the world want from their leaders.
-
Leaders See More and They See Before
In a fast-forward world, business leaders need to see more and see before.
-
The Difference Between I and We
William Mitchell has noticed how potential employees’ speech patterns can be a good indicator of their suitability for a position. Listening for “I” and “we” statements is a key component.
-
Five Traits of Successful Leaders
In today’s world, leaders need to be continuously growing and developing their leadership. Steve Arneson, author of Bootstrap Leadership, describes five key self-development practices for building your leadership skills.
-
How Leaders Learn from Failure
Not all failures are the same, and they have important lessons to teach us.
-
Psychologically Safe Work Environments
Psychologically safe environments foster innovation, creativity, candor, and inclusivity.
-
Leadership Is About Convening
The skill set that effective leaders possess today is complex and varied—but one of the most important skills a leader has is the ability to bring diverse people together and tap into their collective wisdom, explains Larry Dressler.
-
Leaders Must Provide A Clear Direction
Leadership is figuring out what you believe, acting on those beliefs, and helping others achieve common goals.
-
Lead Up by Leading Yourself
Before you can lead up, you need to be in control of leading yourself.
-
Adversity: Teamwork Delivers Success
Strong teamwork can see a group through adversity. Dan Labbad recounts a story of succeeding when the odds were against him and his team.
-
The Dark Side of Leadership
Leadership has a dark side, a "leadership shadow" that often creates an unknown, lurking fear.
-
CEO = Chief Execution Officer
CEO's must be able to execute, particularly when it comes to making tough decisions and maintaining their authenticity during tough times.
-
The Neuroscience of Leadership Resilience
Neuroscience teaches us to keep our resilience topped off so that we can overcome both the effects of our own stress and the effects our stress has on others.
-
Praise and Criticize Publicly
Pat Lencioni talks about the importance of praising and criticizing team members publicly.
-
Four Types of Effective Meetings
Pat Lencioni describes four types of effective meetings, each for different purposes.
-
Humility vs. Publicity Paradox
Pat Lencioni describes the balance between humility and publicity in leadership.
-
Holding People Accountable
People don't want to hold people accountable because they don't want them to feel bad. But by not holding people accountable, you're protecting yourself, not them.
-
Adapt Your Leadership Style For Each Individual
Leaders are only as successful as their teams want them to be. David Brandon shows you how to prosper by treating every team member as an individual.
-
Plan in 3D
The perfect plan is impossible. That's why you should be planning in 3D.
-
Leadership Lessons
Smart leaders know how to coach through mistakes.
-
Shifting Mentality
Business schools often fail to teach leaders how to create learning organizations, which is a critical skill for success.
-
You Can't Talk Your Way Out Of What You Behave Your Way In To
Because the message a leader's behavior sends amplifies throughout the organization, Gill Rider cautions leaders to make sure their behavior is consistent with what they're saying.
-
Overcome Your Blind Spots
Don’t get blindsided! Use these practices to identify potential blind spots so you can put a strategy in place to deal with unexpected events.
-
Mastering Body Language
If you want others to see you as a leader, your body language needs to match the words coming out of your mouth. Follow these strategies to clearly convey your ideas and build relationships.
-
Four Types of Leadership Conversations
Leaders wear many different hats—including manager, coach, and leader—and just like their goals and duties change to match the various roles they play, so too should the conversations they have.
-
Leverage Your Resources
Companies like IMB and Google should 1) use the talent in their boardrooms, e.g., as mentors; 2) leverage digital everything, especially social media; and 3) leverage their own people. Employees want to do a better job. They only need to know how.
-
A Leader's Checklist: Vision and Appreciation
Pilots, surgeons, and firefighters use checklists to guide their work. So should leaders. Michael Useem has a 15-item checklist for leaders, starting with a vision and strategy. However, the item leaders miss most often is appreciation for the work the employees do.
-
How to Build Resilience and Adaptability
First, get out of your office and meet the troops. Second, be decisive. Decide, then adjust based on what happens; no decision is the worst decision. Third, be clear about you want to accomplish. Then don’t micromanage. You don’t have the time and they won’t like it.
-
Look After Yourself to Look After Others
Airlines tell us to put on our own oxygen mask before helping others. The same applies to managers.
-
Integrity
Rick advises bringing our economic self, our material self, our intellectual self – in effect, our whole self, to our work and life.
-
'Because I Said So' No Longer Works
Boomers and Gen Xers did what they were told, no questions. As managers, they don’t understand why Millennials won’t do the same. Millennials want to understand how their work relates to the work of others. Explaining how improves performance and saves time.
-
Pay It Forward
When Doug Conant was fired from his job about 25 years ago, his outplacement counselor became his mentor and one of his best friends. The counselor showed up with a how-can-I-help mentality that was second to none. Doug tries to be that kind of person today.
-
The Best Business Advice
Never ask someone to do something you would not do.
-
Build a Business Literate Workforce
To get employees more engaged: 1) operate the business transparently; everybody knows everything; 2) change the conversation from parent-child to adult-adult, 3) include everyone in business deliberations; and 4) focus on interdependencies in delivering products.
-
Breaking Down Silos and Creating Alignment
Silos are barriers to cooperation across departments. To break the barriers, identify the single priority the organization needs to succeed over the next six months. Then rally the teams around that theme.
-
The Importance of Self-Awareness in Leaders
As leaders our whole person is present at every moment. Great leaders are aware of their strengths and weaknesses—when their strengths should be applied, and when they need to rely on others. Research shows that self-awareness is related to company performance.
-
Converting Urgency into Significance
Kevin Cashman describes an experience that made him aware of the days left for him on Earth. As leaders, we should ask the same question: How many days do we have? Do we want to spend those days in speed or in significance? In performance or purpose?
-
Purpose Should Drive Performance
Does purpose drive your performance, or the reverse? A client who was successful by any objective measure lacked a sense of purpose. Once his own purpose became clear, both his own performance and the performance of his organization improved.
-
What Is Mindfulness?
Mindfulness is the ability to deliberately change an unconscious reaction to a purposeful observation. Improving your mindful capacity increases leadership effectiveness.
-
The Leader of the Future
The leader of the future needs to think globally, possess cross-cultural awareness, be technologically savvy, build alliances and partnerships, and share leadership—ask, listen, and learn from others.
-
Getting Access to the C Suite
Bring your own ideas and relationships to the table beyond the product and service you are trying to sell.
-
Effective Leaders Are Self-Aware
Everyone has habits or quirks of which they aren't aware. Bob Cancalosi illustrates an experience that helped him realize the value and necessity of being self-aware if you want to be a strong leader.
-
Leaders Are Made
Leaders are made, not born, and fortunately, most people are capable of becoming good leaders by following six practical steps.
-
Fallen Eagles: What We Need to Let Go Of
Examples of “fallen eagles” include the idea that an elite group defines practices that others follow.
-
Playing to Unrealized Strengths
Knowing your employees’ strengths is, of course, critical. But, as Sue Langley points out, your employees have realized strengths, unrealized strengths, and learned behaviors--and the understanding of these can play a vital role in how teams and companies perform.
-
How Alan Mulally Builds Trust and Transparency: The Rainbow Story
Marcia Blenko shares a story she termed "The Rainbow Story."
-
Learning the Hard Way Can Be the Best Way
We can all learn from our failures--but there are also times, says Don Taylor, when we can wisely sidestep potential failure by knowing our own strengths and weaknesses and doing our homework before a presentation or event.
-
Why Developing Leaders At All Levels Is Important
To deal with today’s global, complex, fast-moving times we need leaders at all levels, empowered to come up with new answers to new situations.
-
Lead Like Improvisers: Declare Your Point of View
Great improvisers declare their point of view in the first 3-5 seconds of a scene. Great leaders do the same.
-
Leaders Need to Be Authentic
Leadership styles can vary from person to person, but there are certain qualities that leaders need to possess to be effective, as Rob James explains.
-
Effective Leaders Use Power Well
Gandhi said, “Be the change you wish to see.”
-
Understand the Boundaries Above You and Lead Accordingly
Leaders at every level know they should not take risks if their boss won’t support them.
-
Leadership Presence
Because leaders are people, too, they can react in the moment, briefly forgetting their professional role. These tips make it easier to maintain and sustain leadership presence.
-
What Motivating and Inspiring Leaders Do Differently
The best leaders create simultaneous conditions of safety and stretch.
-
Become a Better Leader by Using Meta-Skills
Leadership skills are like tools in a carpenter's toolbox; you need the right tools to do the job.
-
Two Leadership Components: Strength and Tenacity
We need to lead from our strengths—the strengths we have, not the ones we teach or the ones we emulate in others. Mother Teresa led from compassion, love, discipline, and equal regard for people. She was also tenacious; she never gave up.
-
The Five E's of Leadership
There are many ways to consider the critical aspects of leadership. Martyn Redgrave likes to look at leaders in terms of their ability to carry out the “Five E’s.”
-
The Role of Power and Influence in Organizations
Sources of personal power in an organization include expertise, a network of relationships, and interpersonal skills.
-
The Next Level: Pick Up Regular Renewal of Energy, Let Go of Running Flat Out
Leaders need to alternate between the dance floor and the balcony. Scott Eblin offers a Goals Planning System to help them do so.
-
The Next Level: Pick Up Confidence and Let Go of Doubt
Effective leaders are confident. They lead with confidence.
-
Curiosity Is the A Priori Requirement for Leadership
Curiosity is the number one requirement of great leaders today.
-
The 3 Ps of Leadership: People, Purpose, and Performance
The leadership model starts with meaningful work for the people entrusted to you. Then, to inspire the people you must give them a purpose. Finally, you’ve got to perform — create value for all stakeholders. You need all three: people, purpose, and performance
-
Leadership Is About Behavior
We judge ourselves by our intentions but we judge others by their behavior. Others judge us by our behavior, not our intentions.
-
Leading from Adversity
People who start with struggles learn early how to recruit others to their vision. He had learning disabilities; Chuck Schwab and Richard Branson are dyslexic; Schwab was thrown out of Stanford twice; Branson never graduated college; Steve Jobs was fired from Apple.
-
Five Levels of Accountability
Levels 1 and 2 are accountability for yourself and your people. That’s usually as good as it gets. Level 3 is accountability for peers, level 4 is accountability for the boss, and 5 is for the enterprise. Division heads can demonstrate accountability at level 5. He gives an example.
-
Obstacles to Accountability
Employees who are rewarded for individual performance have no incentive to be accountable for others. These managers and teams play a game where they win and others lose. Some managers will play for the entire enterprise, but they are few and far between.
-
Walk the Flight Line and Connect with Your Team
When Waldo Waldman chewed out a 19-year-old crew chief for not topping off the fuel in Waldo’s F-16, his commander challenged him to spend a day in the chief’s shoes. Waldo learned to appreciate what went on behind the scenes, and apologized to the crew chief.
-
Live Event: Leadership in the Digital Era
In this talk, Charlene Li will examine how organizations manage digital transformations, the leadership required to manage change, and the culture necessary to execute on growth strategies.
-
Are You as Humble as You Are Hungry?
Humble leaders know that the best ideas can come from anywhere.
-
Why Great Leaders "Talk the Walk"
Leaders have to walk the talk, but they also have to know how to talk the walk to their employees.
-
Culture Counts: How Values Create Value
You can't be amazing in your marketplace unless you're amazing in your workplace.
-
The Key to Evolving as a Leader
Self leadership consists of changes in behavior.
-
If It Were Possible What Would It Look Like?
Lincoln Crawley tells the story about a problem that seemed impossible to solve.
-
Adversity Brings Out Our Best
Adversity helps to put down our narcissism and allow our good side to flourish.
