The following is a guest piece by Jack Zenger and Joesph Folkman.
It is estimated that 15% to 28% of every manager’s workweek is spent in meetings. One of the most frequent written complaints people make about their bosses is the quality of their meetings.
Complaints range from meetings with no agenda, lack of clear purpose for each agenda topic, no advance information nor background materials, lack of making a decision, absence of any follow-through and the plodding, snail’s pace of the meeting.
A leader with accelerated speed and pace greatly increases the likelihood of a productive meeting. Our research on productivity improvement shows high correlation of improved productivity with the efficiency and effectiveness of meetings.
How to Accelerate Meetings Click here to continue reading »”10 Steps To Accelerate Meetings And Drive Productivity”
The following is a guest piece by Terri Williams.
“The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” – Dwight D. Eisenhower
A lot has changed since Eisenhower marched first into war and then into the White House. But time has not diminished the importance of integrity as a leadership trait.
According to a survey by Robert Half Management Resources, both employees and C-suite leaders place a high premium on integrity among executives. In a survey of over 1,000 office employees and more than 2,200 chief financial officers, respondents were allowed to choose up to 3 responses to the question:
Which of these are the most important attributes in a corporate leader?
Why is integrity such an important leadership trait?
While both employees and CFOs rated integrity as the most essential leadership trait, a greater percentage of employees considered it the top quality in an executive. Such results were no surprise to Click here to continue reading »”Integrity – A Critical Cornerstone To Effective Leadership”
The following is a guest piece by Inc. columnist and NYU Adjunct Professor Joshua Spodek.
We’re approaching February and gyms are starting to empty as people drop their resolutions. Maybe you know the pattern: you felt so resolved in December to get fit, start a new venture, or whatever your resolution. For most of us, by Valentines Day that resolve has gone.
We were positive we’d do it this time.
More importantly, what can we do about it?
First, some context. After reading my book, “Leadership Step by Step”, Tanveer noted how New Year’s Day leads people to think about self-improvement and suggested relating it to my chapters on unwanted beliefs and changing them. I love the topic, which is at the core of leading yourself, which helps you lead others.
Next, what do I mean by a belief and how can one be unwanted?
I’m not talking about religious beliefs. I mean the mental models your mind uses to simplify a complex world enough to keep us alive and, hopefully, happy.
You probably know that beliefs influence how you perceive. For example, you feel and react differently when Click here to continue reading »”Stop Unwanted Beliefs From Sabotaging Your Self-Improvement”
The following is a guest piece by Sally Blount, Dean of the Kellogg School of Management, and Sophie Leroy, assistant professor at University of Washington’s Bothell’s School.
CEO tenure in the Fortune 500 has fallen from an average of 11 years in 2002 to six years today. The average life span of a company in the Fortune 500 has shrunk from 25 years in 1980 to just 15 today. The end result is a pervasive sense of anxiety and time famine, as both companies and the executives within them struggle to keep up.
But speed and urgency, although necessary attributes of leadership, are not sufficient. In fact, our research suggests that the leaders who can tether an obsession with deadlines and time to an ability to sense the work and energy flow of their colleagues will have the most success.
Cultural anthropologists were the first to recognize that people tend to track time in two ways: clock time and social time. Under clock time, punctuality and predictability are highly valued. People adhere strictly to deadlines and appointment times.
Under social time, by contrast, conversational and relational smoothness and the ability to complete a thought or interaction without abruptness are valued. A fluid sense of natural rhythm in conversations and interactions over time enhances relationship building.
Research found that, traditionally, southern European and Latin cultures placed more emphasis on social time and Anglo-Saxon cultures placed more emphasis on clock time. But these cultural differences are beginning to wane as more of the world moves to a global business culture driven by clock time. Still, within the same culture, research has long found significant differences in how people experience time. Click here to continue reading »”Timing Leadership For Today’s Faster-Paced World”
The following is a guest piece by Kotter International President, Russell Raath on behalf of The Economist Executive Education Navigator.
How often have you heard the phrase “that’s not how we do it here” uttered in your workplace? When employees suggest new ways to tackle challenges, are their contributions welcomed—no matter how outside-the-box they may be? Are staff members empowered to test new ideas and report back to management on their successes, as part of helping the organization constantly adapt and improve?
Maybe you have some version of the “suggestion scheme” where ideas are sent into some inbox in the cloud – where someone (hopefully) reviews them and determines whether an idea is viable and has merit.
In most organizations, the answers to these questions are often “no” or“never”. Yet the most innovative companies—those that can face challenging times and emerge stronger than ever—often recognize a key truth that is missing in many traditional, hierarchical organizations. That truth is that great ideas don’t only come from senior management.
The idea that saves the business $10 million may come from a production line supervisor; the concept that opens up an entirely new market for your products might come from a junior sales rep.
The point, one that smart organizations have realized, is that great ideas can come from any level of the organization. This is a concept explored in great depth in Dr. John Kotter’s latest business fable, “That’s Not How We Do It Here!”, which chronicles a clan of meerkats struggling with a drought that reduces their resources and leads to the rise of dangerous new predators.
Written as a business book, there are a number of key lessons on how leaders, at any organizational level, can bring great ideas to the surface: Click here to continue reading »”3 Ways Leaders Can Help Bring Great Ideas To Life”