I hear these words all too often about corporate leadership today – ‘he cant afford to leave’! let go reconnect let come Picture this – the senior executive with the three premium cars in the garage, boat moored at the
growing pains of leadership
Have you ever reflected on workplaces of your past – why did others misunderstand you so much? If that was the case, perhaps the reflection also uncovered another, yet likely more important turning point – that others don’t have the
credibility is the foundation of leadership
Recently I was asked to delve deeper into ‘relationship building’ as a priority of an emotionally-intelligent corporate leader. What amazed me was I unconsciously drew upon a model (four styles of interaction, by Ron Kaufman) that years before I had applied
a message from the inside, looking out!
A recent run-in with nature had me ‘on rest’ for the day. After dozing, working and reflecting in no particular order and in staccato fashion, I ventured to the supermarket to purchase dinner. I must have been in a bubble
could the golden handshake be different?
It’s all too familiar – a great leader leaves an organisation and the place falls apart, literally! People start leaving to follow the previous leader, prior approaches and techniques are slowly but surely eroded and a whole new culture rears
the antithesis of changing corporate leadership
Corporate leadership seems rather stuck currently, laboring badly. It seems so out of touch with what the changing world is currently rewarding. What tangible changes can connected leadership bring? I recently read a book by Robert Cooper entitled ‘Get Out
changing corporate leadership – responsibility
In today’s changing world, one priority is responsibility, equally true for self as for others. It’s time for CEOs and emerging leaders to take responsibility for their own growth, ensuring greater or realigned readiness to cope with change. Are you,
changing corporate leadership – core business
In business, it is all too easy to get bogged down with details. Procedures, processes, systems, quality, functionality become the priority, taking a leader away from the big picture into reactive decision-making and at times misaligned business practices. When this