I love to study trends in business. And two trends are clear: operating a business has grown increasingly complex, and the organizational structure of companies has become more flat, requiring greater transparency.
Until you have experienced it yourself, it may be hard to understand the oft-repeated phrase “It’s lonely at the top.” But when you are the leader of an organization, department or even a small group, you realize how true that statement is. As CEO of our company, I knew this feeling all too well–until I changed my approach to leadership…
Have you ever tried to lead a group of people, but the people did not want to follow? Did it seem like they didn’t see the benefits of getting on board with your goals and direction? I think it is human nature for leaders to strive to lead their people toward greater results. And I also think it is common for leaders to encounter some push-back from their people. Here’s the good news, there is an effective way to minimize this resistance and establish a high level of engagement in any team. And the solution is available to every leader!
He impacted my life and leadership more than any other person. I can still remember the first day that I met him. He exuded confidence, and when our eyes locked I could see a twinkle in his eye. It was if he knew about a hidden gift, and was delighted with the thought of revealing it to those ready to receive it.
Do you know and understand the three main generational groups in the United States workforce? Here’s an overview for quick reference:
Current Population: 75 million1
Agents of social change
Baby boomers have often been characterized by the significant social changes they have created. For example, the period of the 1960s was a time of great political and social change in government.
It was the Fall of 1989 when I had an “aha” moment about my leadership style. My good friend and mentor, Jim Lundy, had completed a 360-degree evaluation of me, and the news was not what I expected. In fact, when I first heard the results, it made me mad! That was until I finally came to my senses and accepted the horrible truth–
I try to stay out of the prediction business. It’s a prescription for inevitable failure. Think about the weatherman. He’s right about half the time only because he’s wrong the other half! Peter Drucker expressed it this way, “Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.” That said, I’ve got three bold predictions for 2017…