Companies including Caesars Entertainment and Unilever are kicking their sustainability up a notch by making motivated employees a key part of the equation...
Engaging employees on environmental and social issues long has been a favorite topic of corporate sustainability executives. In some respects, it's the gold standard: The success of these execs is gauged in large part on how effectively they enlist a significant swath of the company to help root out waste, save energy and water, reduce the operational footprint, evangelize achievements and - here's where the real gold comes in - suggest innovations where sustainability can become a driver of customer loyalty or increased revenue.
How To Be A Better Leader By Rewiring Your Brain Inc.com Controlling the way your brain responds to emotions isn't as complicated as it sounds. A psychologist explains the steps that will change your behavior.
Three Things First-Time Leaders Should Know Forbes So she went off in all directions, trying to change processes, marketing plans, new product lines. It wasn't long before she realized that not only ...
Sometimes, our smarts get in the way of decision making. Add a deluge of big data and it’s a wonder everyone isn’t a waffler. So when you’re wading through the pros and cons, it may help to flip a coin.
Today’s CFOs are increasingly required to partner with CEOs to drive transformations in their organizations. Indeed, a previous Deloitte CFO Signals™ survey of CFOs from major North American companies found that on average CFOs aspire to spend about 60% of their time as a catalyst for change and a strategist in their organizations.⊃1;
Yet, many CFOs who aspire to the catalyst role are often ill equipped to go beyond the numbers and effectively drive organization-wide change that improves future company performance. This excerpt from Deloitte’s CFO Insights examines sources of resistance to change and provides some practical tools for CFOs to diagnose and navigate change efforts more effectively...
It has become a common mantra that it is vital to develop leadership in our organisations. Many firms spend thousands of hours and millons of pounds trying to develop their leaders. But when would-be leaders return to the workplace, they find the all the inspiring ideas about leadership are impossible to put into practice. Why is it that even the best ideas about leadership are often so difficult to implement?
Leaders have to learn and practice new leadership behaviours to overcome some of the habits that are limiting their current or future effectiveness.
Executives’ efforts to develop new behaviours often perturb the equilibrium situation they had reached with members of their ecosystem, who are often unwilling and/or unable to change their own behaviour in ways that would support the executives’ efforts.
Understanding these four challenges doesn’t make the change easy, but it makes it easier for executives to accept that the change process is demanding and they must hence approach it with courage and persistence. It also helps to identify four pillars that can be extremely useful to executives who want to modify some aspect(s) of their leadership style.
Influence is becoming more and more challenging. It’s hard enough to attract attention, much less retain it or use that attention to shape the behavior of others. And yet, in a world of scarce resources and mounting pressure, the ability to influence others becomes more and more central to the ability to set big things in motion.
Say the word leader and most people immediately think of those with business cards that says “manager,” “director,” or other such lofty title.
But anyone who has worked in organizations knows that there are also people without managerial titles, and who have no direct reports, and yet wield great influence and make critical contributions to the firm.
In a world designed for extroverts, quiet types are misunderstood as unambitious. Should the introverts change, or should their environment? (RT @FastCoLead: Should introverts change, or should their environment?
Think about the qualities that define industry leaders. They are knowledgeable, well-connected, credible, and amiable — among other things. And, because of these traits, they’re always in a position to help others in the industry.
Most people instinctively avoid conflict, but as Margaret Heffernan shows us, good disagreement is central to progress. She illustrates (sometimes counterintuitively) how the best partners aren’t echo chambers - and how great research teams, relationships and businesses allow people to deeply disagree.