Executive Leadership has become Leadership Briefings! Our new name is a reminder that leadership comes not just from the C-suite, but from everyone who aspires to greatness—ambitious managers, solo entrepreneurs, exceptional admins. You'll find all your issues and additional training tools on this site.
5 management strategies for introverts
“I can't do this job quite as well as others,” you might think if you're an introvert, “because I'll never be as assertive, outgoing or friendly as it requires sometimes.” Dr. Nancy Goldman of New York University won't let you dwell on these supposed shortcomings.
How to lead when you hate the order you’re carrying out
How do you enforce an ill-advised layoff, or a dubious business decision, and still maintain your sanity and credibility?
4 reasons to rethink goal-setting
Is this trope of workplace and leadership culture always a good thing? Let's play devil's advocate and dig into its possible downsides.
4 reasons to rethink goal-setting
It’s simply a given that leaders carefully set and monitor lofty goals, and it’s an accepted trope of managerial culture that we encourage others to do the same. But it’s important to examine the possible downsides of relentless goal-setting.
MORE ARTICLES, ADVICE AND WISDOM
Why being interrupted is most likely your fault
Dump that snazzy video equipment!
12 success tips inspired by Grandpa Charlie
Deliver stronger briefings
How to decline a promotion
Draw a line in the sand on big mistakes
5 ways to screw up your work life
You cannot beat this motivational line
Playing on in an unfair world
The limits of what money can buy
The dangers of getting locked in
Avoiding the quiet trap of 'appreciation depletion'
Adopt these three habits to be a more respected manager
Today's Leadership Tip
An applications engineer in the motor industry, quoted in the book Speed Lead, offers this sly advice: During conference calls, don’t talk. “It just makes them last longer!” he says. “I put my phone on mute and get on with my emails while listening. On the odd occasion if I do hear something I want to pursue, I can always call the individual concerned and discuss it later.”
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Q. Two people who work for me have an extreme personality conflict going back a couple of years. I think it’s irreparable. Separating them is impractical; they represent the entirety of their division. What should I do?
Widely considered one of the most gifted presenters ever, Steve Jobs understood how to deliver memorable speeches in a seemingly effortless, engaging manner. Morey Stettner will give you the step-by-step guidance to prepare and deliver presentations that borrow many of Jobs' favorite techniques. Watch the video now.
If you are a leader, odds are greater than 50/50 that you are leading a remote team. And it is very possible, when you began your…
Q: "I recently learned through the grapevine that an account manager who is assigned to work with me has said he would much rather work with someone else. Supposedly, he feels this other person is a lot more professional. Now my supervisor says that I’m being reassigned to a different group of accounts. If the account manager had problems with me, I wish he would have talked to me directly. I assume this means the writing is on the wall, so I have begun to look for other employment opportunities. I would like to leave gracefully, but I also want to tell someone what this individual said about me. Is that a good idea?" Dazed & Confused
