The challenge of developing future leaders can loom as a daunting prospect. One reason for this view, is the underlying belief that early career experiences, and later leadership roles, are completely distinct entities.
The best leaders are those who lead people to believe in themselves. People believe in themselves when they have a reason to commit to something significant and meaningful. When people feel inspired by their leader, leadership is at its best.
Developing leaders, or any employees, seems to be one of the first things to be cut when times are hard. It's a short sighted strategy. Investing in development is critical, especially in the tough times!
Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science — specifically Dr. Edward Deci, hundreds of Self-Determination Theory researchers, and thousands of studies — instead points to three universal psychological needs. If you really want to advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence.
In today's highly technical and globally competitive business world, it might seem that remarkable leaders need to have a heightened understanding and appreciation of technology, multi-national cultures, and global business trends. ...
What makes some leaders stand out from the rest? It has to do with their ability to think decisively. The best leaders evaluate their options, weigh in on the alternatives, connect the dots, and look for potential in order to make informed decisions.
This is so true, most of us are successful "in spite of" weaknesses. If they are career limiting then you can't ignore them, however in many cases focusing on taking strengths from good to great results in a better outcome - and is more fun!
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