dr carl robinson

The Currency of Success - Interpersonal Intelligence™


Executive Blindspots: How to Avoid Them

Do you know anyone who can bat 1.000? The best baseball players hit in the low to mid .300 range and we think that is terrific. Executives don’t bat 1.000 when it comes to decision making — nobody is perfect. However, executives’ “batting average” may be lower if they’re making decisions without addressing potential blind spots. What are Read More >

The Middle Market Executive’s Challenges

When I wrote about Peter Drucker in a previous issue, I realized something that will seem very obvious to many of you: Most of the big names (Peter Drucker, Jim Collins, John Kotter, etc.) write about leadership life in Fortune 1000 size companies. How many of you work for companies that large? Most of my Read More >

Effective Leadership is Not a Popularity Contest

One of the most widely used methods for feedback is the “360 degree assessment,” especially for new and developing executives. This assessment is popular because it takes into the account the evaluations of your employees, peers and superiors, and provides valid indicators and predictors of your effectiveness as a leader. This information is also potentially Read More >

Being Politically Adept Is Not BS

I can’t tell you how many times I’ve heard aspiring executives ask, “Do I have to BS or kiss ‘you know what’ to succeed?” I’ve even heard CEOs ask if they really have to pretend to like board members. But there is a big difference between being emotionally intelligent and politically aware within an organization Read More >

5 Obstacles to Great Leadership & How to Address Them

What is your Achilles heel – your weak point – as a leader? Is it delegation? A short temper? Maybe it’s statistics and analytical analysis. Whatever your weaknesses are, you are probably much acquainted with them by this point in your career. You’ve probably found work-arounds that help you function on a daily basis that Read More >

Why the “Hands Off” Approach Doesn’t Work

Most leaders and executives know that micromanagement can be damaging to self-sustainable progress in their employees and teams. We even know that most people operate best when they have some sort of autonomy in decision-making and work styles. But many executives, when they try to avoid micromanaging, tend to pull back too far; they slide Read More >

Self Management – Not Micromanagement

One of the hardest parts of leadership is figuring out how to get your company, team, or fellow executives to work without constant interference. While executive personalities do enjoy many aspects of management and leadership, that doesn’t mean they want to spend every minute giving specific directions or checking in. Instead, you want to create Read More >

Just Because You Can Do More Doesn’t Mean You Should

In this fast-paced business world, it can be hard just take a moment for ourselves. As executive and leaders, we don’t get many opportunities to reset and relax, especially during a project launch or company shift. You do more and more and, before you know it, you’ve hit a wall. Executive burnout is a very real risk Read More >

The Intersection of Ethics, EQ, and Getting Things Done

At what point is moving the needle and progressing as a team more important than your teammates themselves? This is something many executives and leaders, especially in high-stress industries, have to ask themselves. There is, undoubtedly, a fine balance between getting things done, getting them done well, and burning everyone out in the process. So Read More >

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