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Leading Massive Change
To effect massive change, senior leaders must communicate frequently, get rid of blockers, and demonstrate passion.
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Leading from the Balcony
A leader should have an eagle-eye view of a team that encompasses more than what each individual sees.
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Leading for the Long Run
Ethical leaders maximize their positive impact and minimize their negative impact. They do good without doing harm. They think in terms of long term impact, not just short-term gain. The ultimate test of a moral society is the kind of world it leaves to its children.
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Leading from a Strong Moral Center
Profitability is not a strong guiding value when we make ethical decisions; profitability substitutes money for morality. Keep ethical expectations and values on the wall, on the meeting agenda, and on the radar. Describe what ethics looks like, especially in gray areas.
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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.
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Leading a Team Through a Vision
On a climb, you win together or you lose together; there's no middle ground. It can be the same with teams.
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Leading Change: Act Your Way to New Thinking
When you want to change a culture, act your way to new thinking; don’t think your way to new action. On the submarine Santa Fe, when problems were attributed to “they,” a saying was born: "There’s no 'they' on Santa Fe." Inside the Santa Fe “they” became “we.”
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Leading A Turn-Around: Ask What Is Right—Not Wrong
Asking what is right in a turn-around is the opposite of what many people do. Most turn-around experts assume everything needs to be changed.
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Leadership: Know Yourself, Treat People Well and Listen
The sooner you know your strengths and weaknesses, the better you’re going to be.
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Leading Through Critical Thinking
Leaders today need better critical thinking and problem solving skills—a focus on what questions to ask and how to approach the answers to those questions.
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Leading Effectively in a Virtual Environment
First, be aware of how you come across. What’s your virtual personality? Second, choose media that make it easy to work collaboratively. Third, make sure everyone understands the purpose and principles, and what success looks like. Have them explain it back to you.
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Leading a Multigenerational Team
If you are leading a multigenerational team, don’t think about the multigenerational aspects. If company values, goals, and strategies are clear you don’t need to accommodate different generations. Focus on leadership development and management development.
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Leading People Through Change
Amy Butte, former CFO of the New York Stock Exchange, shares how she worked with Finance employees to get their buy-in, which was key to making tremendous technological, organizational, and procedural changes possible.
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Leading Change at All Levels
The traditional change model is top-down. This restricts the range of ideas. Distributed-leadership organizations encourage ideas from people at all levels. The emphasis is on agility, innovation, and speed — sensing and seizing opportunities quickly.
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Leading Change - Establish a Sense of Urgency
John Kotter provides a simple tip for those leading a change initiative.
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Leading a Team Through Change
When leading a change: 1) don’t get too far ahead; 2) give people a sense of purpose; make it seem clear and simple, even when it’s complicated; 3) be open to feedback; 4) celebrate the past as you move ahead; and 5) be genuinely excited about what you do.
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Leading Change
Leaders who want to effect change need to understand the psychology surrounding it, says Anne Riches. Here she describes that psychology and gives tips for leading change.
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Leading Tools in Customer-Focused Marketing
Amazon is the benchmark for customer-focused marketing. Nothing is extraneous. It’s all simplicity.
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Leading a Virtual Collaborative Team
Collaboration is based on trust. Invest time for team members to get to know each other virtually or, better, in person.
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Leadership Tips for New Managers
Linda Hill offers several suggestions for new managers.
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Leadership Strategies for Building Loyalty
Loyalty is about investing in relationships.
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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.
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Leading With Emotional Courage
Leaders don't fail because of ignorance; they fail because they lack emotional courage.
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Leading More Effectively Remotely
Leading remote teams starts with becoming a great leader and includes using and modeling the right technologies at the right time.