leadership

When Emotional Intelligence Becomes Performance Management

In executive environments, composure is often mistaken for clarity. Many senior leaders are highly skilled at emotional intelligence. They regulate their tone, read the room, and manage perception with ease. They stay calm under pressure and keep meetings moving forward. On the surface, this looks like strong leadership. And yet, many of these same leaders

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6 Ways Leaders Communicate Authentically to Inspire Others

People put up with a lot of quirks in their leaders and coworkers just to reduce the drama and keep the peace. But lack of sincerity grates on the nerves. It’s like trying to satisfy hunger with cotton candy. Two good questions to ask yourself periodically: What communication sound insincere? How can I become more

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Is Your Communication Direct—Or Downright Damaging?

Leaders like to think they know when and how to be direct. They should. Direct communication is good. Damaging communication, on the other hand, can destroy a relationship, partnership, sale, or reputation forever. Why does one listener consider a comment “over-the-top” disrespectful, while another listener interprets the same remark as just “firm,” straightforward, even prudent? 

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10 Leadership Communication Habits That Ruin Relationships

Few people admit to poor communication habits—much less habits that can cost them a promotion, a job, or a deal. Yet we’ve all seen the following bad habits in colleagues from time to time—and for some, they occur on a daily basis.  Guard against letting these creep into your own interactions with staff, peers, or

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4 Myths About How Executives Become Engaging Speakers

Jason, an executive client, shared his new year’s goal with me:  “I want to become a more inspiring speaker so that my employees really catch the vision for this upcoming year and get engaged.” Sounds worthwhile. Here’s the backstory:  According to his CEO, Jason, who’d stepped in as plant manager three years earlier, was not

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4 Ways to Lead People You Don’t Like

At some point in your career, you’re going to find yourself leading a team, department, division, or organization where you’re working with an employee who irritates you. Sometimes you know why. Often you don’t. When analyzing that negative gut reaction to yourself, you may label that person “slick,” “arrogant,” “self-righteous,” “lazy,” “pretentious,” “sniveling,” “aggressive,” “presumptuous,”

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How Uncommon Partners May Be the Secret to Breakthrough Innovation

Kyle Nel, Nathan Furr and Thomas Zoega Ramsoy, Authors, Leading Transformation: How to Take Charge of Your Company’s Future Guiding an organization through transformation is one of the hardest things that leaders are called on to do. Among many variables, transformation requires both seeing new business opportunities, and then taking meaningful steps to capture them. But

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the ceo magazine, leadership,

Certainty is no longer enough

Chris Lewis, Co-author, The Leadership Lab:  Understanding Leadership In The 21st Century There are some things every CEO is certain about. That’s what we get paid for. For instance, we’re certain that customers are more demanding now than they’ve ever been before. We’re certain that there are more things that can affect our business than ever before. We know

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