by Jesse Sostrin, Strategy+Business Blog, March 28, 2017
No one leadership philosophy applies to all situations, so you're better off being yourself around others and letting that drive your actions, writes Jesse Sostrin. "Increase the alignment between your values and behaviors by understanding what makes you tick—defining the specific values that animate you—then making them apparent to your clients and teams," he suggests.
by Jill Lublin, The CEO Magazine Blog, April 14, 2017
Business communications often lack the empathy needed to convince the public that a company is value-based, writes Jill Lublin. Be kind, encourage such kindness, and practice empathy in your listening.
A leader's daily job is to motivate employees and inspire them to develop their own leadership qualities, writes Joel Garfinkle. He outlines six actions leaders can take, including helping team members establish relationships to get the resources they need, mentoring promising talent and advocating for the team throughout the organization.
We all have messed up in our lives. Whether at work, personally, or most likely both, we are all human and destined to make mistakes. From experience, Rob Jenkins says he has learned a great deal about what to do and what not to do when errors happen. “Own it. When you really screw up, you have to acknowledge what you’ve done and apologize to those affected by your mistake,” he explains.
Leaders usually lean toward one of three categories—fighter, fixer, or friend—and each comes with strengths and the danger of overuse, says Refound CEO Jonathan Raymond. Fixers, for instance, are diligent about details and small errors, but that perfectionism can leave team members feeling as though nothing is good enough.
by David Grossman, The Grossman Group Blog, April 17, 2017
Having tough conversations and communicating difficult topics is part of a leader’s job. But just as you plan for contingencies in your business, planning how you will communicate difficult messages can improve the ultimate outcome, writes David Grossman. “Handing tough conversations involves two aspects, crafting a clear message and having the conversation,” he explains.