The knee-jerk reaction of too many people in leadership positions when they feel wronged is righteous indignation and the urge for revenge. But one factor that sets truly transformational leaders apart from the run-of-the-mill is the ability to forgive - to let feelings of anger, resentment and blame fall away and become something constructive.
We think ethics is about rules. Laws can be demanded of people but ethics can’t. Rules are reactive. Ethics is proactive. Rules are about maintaining. Ethics is about leadership. Rules can only go so far. You can’t lead on rules alone. Rules can only regulate certain behaviors, but to grow you need to lead with ethics. Leading with ethics means to lead within a framework defined by how not what.
Ethics provide a framework in which to make right choices—a framework in which to lead. They provide the how for our what.
Email is all-pervasive, and arguably one of the most important tools of modern business. But the fact is most of us are not particularly good at it, wasting time on messages we should ignore and losing track of those that we should be focusing on. Then there's the base human instinct to cc: everyone in our address notebook whenever possible.
What are the best ways to take control and optimize your use of email? Quartz turned to academic research from around the world and other thoughtful sources to compile these insights and suggestions.
The perennial cry from CEOs around the globe is that they are focused on their customers. It’s their A-#1 mission. Everything emanates from understanding what customers need and want, and then delivering on it.
However, without up-to-date information trending profitable versus non-profitable customers and the issues driving the best customers away, CEOs and their businesses are unable to manage customers as assets. Guerrilla metrics give leadership five questions for commanding customer accountability inside their organizations.
- Create a cultural shift to make customers the asset of the business.
- Supply leaders with a platform to stand behind and reinforce.
- Establish a language for CEOs in how they ask about customers; placing the customer front and center on their agenda.
- Are a potent first step to kick-start or reenergize a faltering customer ‘focus.’...
People central to your organization's informal network can help you. Just make sure they're not hurting you first. When a company has only a few network-central players, they can become significant points of weakness.
We need a new generation of leaders. And we need it now. We're in the midst of a Great Dereliction — a historic failure of leadership, precisely when we need it most. Hence it's difficult, looking around, to even remember what leadership is.
Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. We think they should. Numerous studies1 have concluded that for people with satisfactory salaries, some nonfinancial motivators are more effective than extra cash in building long-term employee engagement in most sectors, job functions, and business contexts. Many financial rewards mainly generate short-term boosts of energy, which can have damaging unintended consequences. Indeed, the economic crisis, with its imperative to reduce costs and to balance short- and long-term performance effectively, gives business leaders a great opportunity to reassess the combination of financial and nonfinancial incentives that will serve their companies best through and beyond the downturn.
Cool advice...Today’s infographic covers the psychology behind type choices. You will learn how serif, sans serif, script, modern, and display typefaces and their fonts are best used for moving your audience to feel how you want them to feel....
The past year was a busy one for companies looking for new leaders. Fully 15 percent of the world’s 2,500 largest public companies made a change at the top in 2012. This number, 375 companies, was the highest total since 2005, and the second highest in the 13 years’ worth of data we’ve gathered since 2000. Given all this turnover activity, you might expect higher levels of chaotic, reactive behavior. But almost three-quarters of the companies planned their succession events carefully, an increase of more than 50 percent since 2006.
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