You will undoubtedly have used the term emotional intelligence. We usually use it in relation to what we expect from our employees. But what does it mean for you as a CEO or senior executive? Having emotional intelligence doesn’t mean being an emotional person. Rather it involves identifying and harnessing your own emotions, as well as Read More >
Past Executive Briefings
Business urgency is a proactive state that enhances employee and company performance. We examine five ways to improve urgency in your company, whilst avoiding introducing a perception of ‘emergency’.
Managing yourself ensures synergy between your personal and professional goals. Are you finding little time to value your own endeavors? Take steps to better balances your goals.
10 tips that will focus your efforts on advancing the performance of your team, even in the most difficult times.
Executives can be creativity killers. Executives have a responsibility to foster an environment that enables their team to be creative. This discussion looks at behaviors, both of executives and team members, which can kill creativity.
As the work force moves from lifetime employment to upwardly mobile serial career, the challenges to retain your key knowledge workers grow. Knowledge workers bring real smarts, not brawn, to the workplace, and it’s clear that the 21st century American company is primarily a knowledge company. So, what’s the secret sauce needed to both retain and manage today’s knowledge Read More >
This year has seen significant CEO changes, headlined in the popular media by Jeff Bezos’ stepping down at Amazon. The rationale behind an organization’s choice of a particular C-level executive, and the decisions of the individual themselves, can veer away from best practice. It seems appropriate, therefore, to review the current best thinking on the Read More >
Successful CEOs provide a balanced merging of management and leadership for their teams. This briefing looks at how you can model this balance and help your team through both managing and leading.
Business change is not easy, and the workforce is often reluctant to diverge from their norms. This briefing discussed how to lead purposeful change through five key actions.
Difficult executives are the bane of their peers and a major drag on the energy of their bosses. Unintentional Jerk The “unintentional jerk” is a particular type of difficult executive. They have the best of intentions and firmly believe that they are doing what is best for their company or team. However, they leave a trail Read More >