A Culture Built on Strengths
Are you creating a culture built on strengths? Much has been documented on the advantages leaders have when they strive to identify their employee strengths and
Are you creating a culture built on strengths? Much has been documented on the advantages leaders have when they strive to identify their employee strengths and
As a leader, how comfortable are you with conflict and disagreement? Do you thrive, survive, or dive under-cover? For consensus-driven leaders, learning to accept, be
Are employees in your organization truly engaged? Comparative surveys reveal that leaders believe employee engagement is higher than it actually is. Surveys and studies indicate
I’m always inspired by leaders who persevere. They really stand out from the rest: they have a significant impact, usually without commanding the limelight or
It’s not that I am so smart; it is just that I stay with my problems longer. ~ Albert Einstein If you find yourself prone
Do you know any truly humble leaders? Or, more importantly, how to develop humility in leadership? In the classic book Good to Great, Jim Collins
I’ve been writing about leadership perception management, and how great leaders excel in communication and “knowability.” They understand the process and go the extra mile
I’ve been exploring how organizations suffer from a culture of “good-enough.” What I’ve found in my coaching practice is that leaders and managers in these organizations
An organization’s health is only as sound as its leader’s decisions. Some companies prosper from wise leadership directions, while others struggle after flawed choices—choices that
How a leader responds to adversity reveals how effective that leader truly is. Reactions to setbacks or crises not only test leadership character but define
Business is an active, demanding endeavor. Only those who consistently apply themselves succeed. Organizations that thrive require leaders who actively dream, plan, engage, solve, pursue,
Surveys and studies indicate global job dissatisfaction is at a two-decade high. Disengaged employees account for nearly 70 percent of the workforce, which significantly affects