Leadership

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How leaders rise: Do this to move up the ladder at work

 As companies begin to recognize diversity as an opportunity — and not just a problem to be solved — you might assume that your natural leadership ability will be obvious to those around and above you. It’s not an assumption you should make, says Columbia University’s Valerie Purdie Greenaway. As a member of an underrepresented

By |2019-07-16T13:34:06-04:00March 19th, 2019|Categories: Diversity & Inclusion, Leadership|0 Comments

Why do some people command respect? Learn the 3 elements of executive presence.

 The confidence and respect that successful executives enjoy isn’t simply conferred upon them by their job title. It’s the knowledgeability they project, the manner in which they conduct themselves, and the overall impression they create. These people embody “executive presence,” a term coined by economist Sylvia Ann Hewlett, and the title of her book. Her

By |2019-07-16T13:34:06-04:00March 12th, 2019|Categories: Leadership|0 Comments

Beth Comstock: What a GE crisis taught me about accountability

 By 2003, General Electric, now better known as GE, had a reputation problem. Its long-time image as a company at the forefront of a sparkling future had been shaken. After a bitter dispute with the EPA over chemicals released into New York’s Hudson River, GE found itself cast instead as a giant, soulless polluter. According

By |2019-07-16T13:34:25-04:00January 29th, 2019|Categories: Leadership|0 Comments

What’s happening in your blind spot?

It’s a startling thought, really: “The only person’s face I can’t see in a conversation or a meeting is my own.” That’s a little unnerving. Sheila Heen, founder of Triad Consulting and lecturer at Harvard Law School, has a Big Think Edge video called “The Science of Receiving Feedback: Seeing Your Blind Spots. In it,

By |2019-07-16T13:34:26-04:00January 11th, 2019|Categories: Leadership|0 Comments

Project Command and Accountability

Many people, I find, in business,” says Bill McDermott, CEO and author of Winner’s Dream, “tend to delegate things, whether it’s an email or simply the body language like, “You’ve got it!” At some point somebody has to declare, “I have it!” In his Big Think Edge video, “Take Responsibility,” McDermott talks about how being

By |2019-07-16T13:34:26-04:00December 20th, 2018|Categories: Leadership|0 Comments

Understanding The Effect Of Human Hierarchies

 Neuroscientist Robert Sapolsky admits that when you’re on the bottom of a hierarchy, “it sucks whether you are a baboon or a human.” Sapolsky suggests that as a business leader, it’s important to recognize the psychological effects of being trapped in a position from which there’s no hope of escape. Understanding this can be invaluable

By |2019-07-16T13:34:26-04:00November 29th, 2018|Categories: Leadership, Workplace Challenges|0 Comments

Super-Simple, Super-Powerful ‘Little Bigs’

 Lisa Bodell, author and CEO of FutureThink, is an expert at fostering innovation. She’s an advocate of something she calls “Little Bigs,” and they’re pretty brilliant. They’re simple, easy to implement, and can produce big changes in a company’s creative environment. In her video for Big Think Edge, “Make Room for Innovation: ‘Little Bigs,’” she

By |2019-07-16T13:34:42-04:00November 15th, 2018|Categories: Employee Engagement, Innovation, Leadership|0 Comments

Leading Outside Your Comfort Zone

 When people mention the Golden Rule, they’re usually referring to its broad meaning: “I’m going to be as good to you as I want you to be to me.” However, Jane Hyun of Hyun & Associates and co-author of “Flex: The New Playbook for Managing Across Differences,” talks about the Golden Rule in a communication

By |2019-07-16T13:34:42-04:00November 8th, 2018|Categories: Business Communication, Employee Engagement, Leadership|0 Comments

Fearful Employees Can’t Help But Sabotage a Company

 Few people come to work with the intention of doing damage to their company — in fact, quite the opposite. And yet, in a culture where an employee doesn’t feel safe, disengagement is likely to set in, and the employee starts to produce substandard work that has the effect of sabotaging the company. Ethnographer and

By |2019-07-16T13:34:42-04:00October 25th, 2018|Categories: Employee Engagement, Leadership, Learning Culture|0 Comments

Leverage Your Team’s Individual Insights

In his Big Think Edge Masterclass The Astronaut’s Guide to Risk Mitigation, retired NASA astronaut Scott Parazynski discusses the concept, and importance of, “situationally appropriate leadership.” A rigid top-down direction may not always be the best approach, he’s found, and decision-making by consensus doesn’t always produce a workable result. But there’s a third option, he says.