If you feel “not ______ enough,” seeking entry into a more elite circle isn’t necessarily going to make you feel full and complete. There’s a reason why Groucho Marx’s line, “I would never join a club that would have me as a member,” is so often recited. Without self-acceptance, any form of external acceptance feels suspect.
Listening has become a lost art, perhaps because we’ve become so focused on ourselves. We’re used to getting what we want when we want it in this on-demand world. Listening is about others. It’s about giving them what they want and need. It’s about connecting with others on many different levels.
A group of leadership experts from around the world will soon be providing their insights on how to crack the leadership code. They will provide their successful models and strategies so that you, too, can grow your and your organization’s leadership skills and abilities.
Significant others are, in effect, Secret Business Partners. They can act as sounding boards. They can ask questions others may be too afraid to ask–ones that often begin with “Why?” They can also use their knowledge of their partner’s strengths, failings, and personal history to add context and make judgments. Significant others can even have the last word on key business decisions–particularly when it would mean more work or responsibilities (and time away from home) for the executive.
When I learned I had ADHD at age 40, I was grateful to have a label for my way of being. I read all I could on the subject. In the process, I discovered compensatory strategies for leading myself and others.
One of the most effective strategies I employed was to change how people reported to me.
I explained to employees that if they wanted to keep my attention, they should provide me with the headline, key sound bites, and the outcome before launching into the story. That way I would stay attuned during their reports, ask better questions, and leave with a better understanding.
As a business leader who built a company from 2 to 2,200 employees with a business partner, and as a business coach who has work with many business partnerships for over a decade, I know what gets said between business partners and what is often left unsaid. Today’s post is about the questions business partners […]
Those who will not slip beneath the still surface on the well of grief turning downward through its black water to the place we cannot breathe will never know the source from which we drink, the secret water, cold and clear, nor find in the darkness glimmering the small round coins thrown by those who […]
When reviewing values, we ask employees to provide a narrative of each of the values they’ve seen in action. Some companies have taken the best of these stories and published them for all the employees; they give a copy to new employees, too, so that they know what it looks like to put these values into behaviors.
Your emotional IQ is determined by the level of your emotional intelligence. It’s a major factor in your personal and professional perceptions and interactions. Find out just how important it really is!
If you are the one driving the organization, limit the hairpin turns in strategy, vision, or mission. Your helmet may be screwed into the car, but your coworkers’ helmets aren’t. Don’t give them whiplash.
Your eye translates signals via rods and cones to the optic nerve. In general, there are far more rods on the periphery of your retina and a much higher concentration of cones in the central fovea. Rods help us detect motion and see in the dark. Cones allow us to see color and have high-resolution […]
Thinking Fast as an Entrepreneur Entrepreneurial leaders are open-minded, energetic, and always questioning. They ask: How can we do it better? Where should we go from here? What is preventing us from taking action, and how can it be overcome? Couldn’t we do this and that? These questions lead to millions of ideas, and entrepreneurial […]
Jobs at risk for automation An Oxford University study conducted by Carl Benedikt Frey and Michael A. Osborne suggests that 47 percent of US jobs are at high risk due to computerization; they could be replaced in the next decade or two. This study was based on a detailed study of 702 occupations, and […]