Linda Henman

Dr. Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. 

the ceo magazine, business management,

Senior leaders spend most of their days solving problems and making decisions, the two critical functions that form the hinges of destiny. Each time you engage in either, you stand at a pivot—a turning point that will take you in directions that will contribute to your success or demise, and influence the lives of others.

Putting logic aside, too often we allow emotion to distract us as we settle for short-term emotional gains that often demand long-term payback. These ten kinds of decisions explain what makes a company flounder and founder:

the ceo magazine, top performers,

In today’s economy, ordinary just won’t work anymore. Now organizations increasingly depend on cutting-edge solutions to never-before-seen problems and clever ideas for those recurring headaches that have always plagued them. However, research indicates that only a handful of star performers create the vast majority of valuable ideas for their organizations.

the ceo magazine, leadership

We think of self-esteem, confidence, and mindset as an individual’s internal locus of power and control. These factors determine and guide a person’s beliefs, behaviors, and decisions—the combination explaining a person’s success.

When we discuss this concentration of perceptions in an organization, we use words like “brand” and “culture,” but we address the same issues. Whether speaking of one person’s view of the world or the aggregation of many people’s—especially senior leaders—we are really talking about mindsets—poverty or abundance mindsets.

the ceo magazine, personality test,

A great deal of confusion exists about how assessments can help in hiring. Senior leaders typically leave these decisions to their HR departments, but the decision to use assessment should be made at the top of the organization. Only then can leaders ensure that they are using assessments effectively, legally, and ethically. Here are the questions these leaders usually ask:  

the ceo magazine, decision making

The movement advocating consensus decision-making happened at about the same time as the human resources movement emerged. People researched democratic decision-making, advocated for more group involvement, and promised new-found synergy among members of the decision-making team. But not until the past five years have leaders sought to have their direct reports *like* their decisions.


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