When leaders openly accept the whole of who they are – for better and for worse – they no longer have to defend their value so vigilantly. I make missteps and mistakes as a leader, and they’re often a reflection of the same overused strengths and blind spots I’ve been struggling with my whole life.
The problem is that buying people’s time is no guarantee you’ll get their best efforts. No amount of money will ever be sufficient to meet all employees’ needs at work.
In all likelihood, you get more done today than you ever have before. That’s mostly because you can do so much more, so much faster, wherever you are, through e-mail, texting, instant-messaging, tweeting and posting. The real issue is whether you’re getting the right things done. That was the most. . .
DALIAN, China — What quality ought we value most in leaders?That’s the question I’ve been thinking about all week at the World Economic Forum‘s annual meeting here, known as Summer Davos. It brought together some 1700 chief and senior executives from 90 countries around the world. At a workshop ti. . .
I am the chief executive of my company, with responsibility for 30 people in the United States and another two offices overseas. As part of my vacation last month, I took two weeks when I was completely offline and didn’t check in to my office at all. Was this a wise move? Was it responsible?First. . .