Credibility

Page 1 of 3123

Nixon’s legendarily strange meeting with protesters

April 3, 2018
In the pre-dawn darkness of a May morning in 1970, a sleepless Richard Nixon asked his valet, Manolo Sanchez, if he’d ever seen the Lincoln Memorial. Nixon told him to get dressed, because that’s where they were headed. Some young protesters were stunned to see the President approach.

Learn, don’t tell, to gain credibility

March 6, 2018

“As the pace of change accelerates and you want to run ahead as fast as you can, don’t let the hard work of compromise lose out,” says Beth Brooke-Marciniak.

Leaders know how to talk about their red lines

October 29, 2017
This content requires a subscription. PLEASE LOGIN Email Address: Password:   Forgot Password? | Setup Username/Password

Turn your desk into an ad for yourself

October 24, 2016
Leaders, you have a precious tract of real estate right before you every day. Put it to work by adding components that people identify with success and credibility—and deleting some others.

Admitting ignorance led to creativity

June 14, 2016
After launching Blue Bottle Coffee in 2002, James Freeman has grown it into a high-end retailer with popular urban cafes.

Clarify who calls the shots

May 28, 2016
In big organizations, top leaders often are too far removed from the customer and day-to-day operations to make the right decisions.

When allegations arise, wait to judge

December 11, 2015
While it’s often tempting to instinctively defend your manager, that’s a risky gamble. Misplaced loyalty can get you into trouble.

Gain employee buy-in for upheaval

November 18, 2015
Change in itself doesn’t lead to success, as 70% of reorganizations fail. A common culprit is weak communication from the top.

3 top ways to seal the deal

September 24, 2015

Martin Limbeck is a sales trainer and author of NO Is Short for Next Opportunity. Here are three of his tips for sealing the deal.

It’s OK to showcase your imperfections

July 30, 2015

Some executives equate leading with infallibility. They assume that they must project an intimidating I-know-­everything superiority to earn the respect of their team. Yet attempting to know it all is an exercise in futility.

Page 1 of 3123