Leadership Archives - Page 24 of 53

the ceo magazine, emotional intellignece,

How Leaders Can Gain Self-Awareness—And Why You Need It

Kevin McHugh, President, JKM Management Development Despite the increased awareness dedicated to emotional intelligence in leadership, many toxic behaviors continue to exist everywhere from the warehouse to the conference room. Why haven’t we seen a big change in the way executives relate to one another? Despite the many books—including Travis Bradberry’s eye-opening Emotional Intelligence 2.0, which […]

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Want to be a Better Leader? Look Beyond the Four Common Social Media Myths

Leadership, Marketing

Maria Dykstra, Co-founder, Tredigital If you’re a CEO or company founder, there’s no doubt social media is part of your executive strategy. The hitch? There are at least four common social media myths executives stumble over in the path to digital community connection. Social: Executives on Board According to a recent study, 83% of US respondents perceived CEOs

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How to Set Meaningful Goals in the New Year

Leadership, Self Governance, Strategy

New year, new you. This idea, albeit cliché, is motivation for many individuals to reflect on their personal growth and what they’d like to accomplish in the upcoming year. And while some will dismiss the idea that new year’s resolutions can be successfully upheld, there is value in setting meaningful goals for yourself. Assessing your

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Your Book is an Asset … if You Own the Copyright

Leadership

Kim Staflund, Founder & Publisher, Polished Publishing Group According to renowned American businessman and investor, Robert Kiyosaki, an “Asset can be anything as long as it has value, produces income or appreciates, and has a ready market. Assets put money IN your pocket.” Before Kiyosaki’s popular Rich Dad Poor Dad book was published, many of

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iClipArt-220144- Thinking- Female Professional

10 Tell-Tale Signs That Reveal How Leaders Think

Leadership, Management, Sales, Small Business

“He’s fast on his feet” or “She has a clear head on her shoulders.” “He’s definitely a thought-leader in the industry.” These current kudos pique a leader’s attention. After all, leaders look to hire, promote, and listen to those who think clearly and communicate well. But what if you’re naturally quiet and slow to speak

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Business Resolutions for 2016

Leadership, Management

Each year clients hire me to help them make tough decisions, but in the process, I learn as much as they do. Some of the things I discovered this year reinforced lessons I discovered previously, but every year brings surprises too. Here are my recommended New Year’s resolutions for anyone who wants to improve a

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5 Ways Women Sabotage their Communication in the Workplace

Leadership, Self Governance

James Hamerstone & Lindsay Musser Hough Forget the glass ceiling. The fact is: women communicate differently than men and, too often, to their own detriment. They tend to speak up less, apologize more, downplay their achievements and use less-powerful body language – all of which impact their career success. This seed is often planted in

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VW: No Mission, No Vision, No Hope

Leadership, Strategy

Ann Skeet, Director of Leadership Ethics, Markkula Center for Applied Ethics at Santa Clara University Since the story broke that VW deliberately buried emissions results in its software, plenty has been written about this case of corporate malfeasance, perhaps more than any since Enron. The Volkswagen brand crisis seems fairly straightforward to me. With

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How A CEO Lets Go

Leadership, Management

Louise Kelly, CEO & Founding Executive, EnerBank In less than a month, I will be retiring as CEO of EnerBank USA. This decision didn’t come lightly. I’ve spent most of my life in banking: much of it in the mid-Atlantic region and, for the last 13 years in Salt Lake City, as the founding executive

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Leadership Now is Not What You Say

Leadership

Michael Parker, Author, It’s Not What You Say: How to Sell Your Message When It Matters Most In the days of ‘control and command,’ leaders could rely on positions of hierarchy that allowed them to indulge in communication that was essentially one way. This communication needed to be clear but it assumed an audience –

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