Leadership has been the tip of everyone’s tongue of the last decade. From convention keynoters, to coaches, to political pundits, everyone insists they want a cadre of leaders to carry out their mission.

So for all the talk, techniques, training, and tips on the leadership topic, you’d think managers, executives, and professionals at all levels would have the concept down pat by now.  Not so.  A few are still off track.

Leadership Defined: It’s NOT a Position

the ceo magazine, resilient organization,
Doug Hensch, President, DRH Group 

Both the Democratic and Republican candidates for President of the United States have “unfavorable” ratings by the general public that have never been seen before. Attack ads are the norm and the personal insults thrown by each side get louder, every day. The American public is getting weary of all this negativity and it’s sapping our resilience while pushing us further apart as a society.

elephant

The workplace is filled with awkward situations that are hard to discuss. Perhaps there’s been an unpleasant exchange between co-workers and there’s a lingering undertone of anger. Maybe someone didn’t get the expected promotion and remain disappointed. Perhaps market conditions mean that bonuses were cut out this year. Maybe it’s best to not say anything? Maybe it will create an upset if we mention a touchy subject? Maybe it’s best to pretend like there’s nothing wrong? We are tempted to brush a big upset under the rug except that it doesn’t fit under the rug.

wells fargo, business culture

Did Tim Sloan, the new CEO of Wells Fargo, tell us a lie? As the sell-at-all-costs sales culture at the banking giant became known to the public, Sloan stated “I’m not aware of any overbearing sales culture” at the institution. Yet, with the data we have now, it’s clear that employees worked in an environment where they were pressured to take unethical action.

the ceo magazine, manage crisis,
Bill Tibbo, Author, Leadership in the Eye of the Storm

As a leader, no matter your business sector, product, or service, you are faced with playing a major role in helping your people heal after a critical event. While healing is a complex process, you don’t have to be a counselor or therapist to put the right structures in place. You will definitely be engaged in returning your employees and your business to a functional state after a crisis, but your expertise need only be in people-focused crisis leadership, which is, at heart, a form of organizational healing. The following lessons are enduring: there are basic approaches you need to follow before, during, and after any organizational crisis.

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