Leadership

  • Are You A “Type-G” Leader? – The Profitable Power of Gratitude

    Gratitude_small “The deepest principle in human nature is the craving to be appreciated.”    – William James

    Effective leaders get results with and through other people – employees, customers, clients, vendors and the general public.

    Those with a track record of longevity balance healthy ambition with gratitude.  They make Gratitude a core value in building their organizations, their culture, and their professional and business brands.  I call them Type-G leaders for short.

  • Crisis Leadership: Five Deadly Leader Behaviors

    Security failures and questionable business practices are among the latest bad news afflicting Facebook.  Johnson & Johnson, PG&E, and Deutsche Bank are examples of other companies that have been in crisis communication mode lately.

    These high-profile cases are a timely reminder that business crisis situations, whether they’re the result of questionable executive judgment, cyber attacks, industrial accidents, or natural disasters, are the ultimate leadership challenge.

    Intense public scrutiny and 24/7 media coverage mean that leaders’ actions and – even more importantly – their reactions are both high-stakes and high-visibility.

    Indeed, how leaders react to a crisis can make the difference between successfully navigating through turbulent times and crashing on the rocks.  Individual and organizational reputations are on the line.

    But here’s the rub:  When leaders and their board directors are under pressure, they – like all people – are at greater risk of behaving in ways that are defensive and maladaptive.  Let’s take a look at the most common ineffective responses to crisis situations.

  • Perils of the Productive Narcissist

    LEAD NOW -June 2013If you’ve been in the workplace for any period of time, you’ve probably encountered someone who fits the description of a Productive Narcissist. In fact, you might have even hired the person yourself, unaware that certain personality traits would turn your star performer into a costly management “black hole.”

  • Can You Trust Your Brain? – Three Decision Risks Your Mind Creates

    right_wrong decisionUnderstanding risk is at the core of management and board effectiveness.  Every day decision makers consider options and make choices based on their expert judgment and analysis of probable success.

    But there is one business risk that can lurk outside leaders’ awareness.  In fact, this risk comes from inside their own heads in the form of mental biases.  And no one is immune.

  • What Makes a High Definition Leader?

    Today’s headlines are replete with words like “disruptor” and “reformer” in describing the behavior of high profile leaders.

    But how does a leader prevent change from becoming chaos? Or reform from prompting revolt?

    She needs to be a High Definition Leader (HD Leader) and surround herself with a top-flight team that also possesses HD Leader qualities and capabilities.

    THE PAST AS PROLOGUE

    I first discussed High Definition Leadership almost a decade ago when we were in the depths of the Great Recession. Back then most of my CEO and director clients faced unprecedented business and personnel challenges.  Uncertainty and fear reigned amidst economic contraction and red ink.

    I urged them to lead in “high definition” as a way of keeping their stakeholders engaged and focused during turbulent times.