The Currency of Success - Interpersonal Intelligence™


How to Become a Level 5 Leader – Part 1

by Carl Robinson, Ph.D., copyright 2004 Jim Collins discovered when analyzing the research for his book “Good to Great,” that the leaders who ran the “great” companies during the transition from good-to-great were all “Level 5” leaders. For those of you not familiar with “Good to Great,” the qualifying criteria was that a company had Read More >

How to Become a Level 5 Leader – Part 2

Last month I wrote that Jim Collins found in his research for his book “Good to Great” that all the great companies had Level 5 leaders at the helm during the transition from good to great. These leaders “embodied a paradoxical mix of personal humility and professional will.” This month, I’ll outline five preliminary steps Read More >

What You Can’t Learn at Harvard About Leadership

Carl Robinson, Ph.D., copyright 2006 At the urging of many of my clients, I recently wrote and published a booklet titled, “What You Can’t Learn About Leadership At Harvard: 100+ tips learned in the trenches.” This booklet came about because my clients kept saying, “Carl, you should write that suggestion/tip down.” A couple of them Read More >

How to Deal with Political Land Mines

By Carl Robinson, Ph.D. © 2008 In any organization, there are people who are opposed to any change in the status quo.  They have worked within a structure for years, and it provides a comfort zone for them. Perhaps they helped to create the structure. They are either passively or actively opposed to structural or Read More >

What Do Successful Leaders Appeal to First – Heart or Mind?

By Carl Robinson, Ph.D. © 2008 If you ask any successful salesperson, they will tell you that all things being equal, (competing product and/or services) you need to appeal to the emotional side of your prospect’s mind if you want to win them over. Salespeople who develop a good relationship with their prospects will have Read More >

13 Steps for Navigating Conflict Effectively

by Carl Robinson, Ph.D., © 2009 Conflict is natural in any vibrant organization. A lack of conflict is not a good sign and can signify apathy, conflict avoidance or passive aggression – deadly sins for organizations.  Effective people and organizations learn how to navigate conflict rather than avoid it.  In fact, creative solutions to complex Read More >

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